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This paper aims at revealing the process of identity reconstruction for individuals who have acquired sensory disabilities, as well as the contribution of consumption to this process.

The data was collected through both interviews conducted in France and autobiographical accounts.

When disability occurs, individuals go through a rite of passage that shapes their identity reconstruction process. Two forms of liminality appear: acute and sustained liminality. These phases can foster or hamper individuals’ identity reconstruction.

The mechanisms leading from one stage of the identity reconstruction process to another should be deepened through further research.

Given the fluctuating behaviors of consumers with disabilities, especially in view of their identity reconstruction process, this research encourages retailers and public policy actors not to consider them as a homogeneous consumer segment.

While scholars dealing with consumers with disabilities have mainly focused on the accessibility of the marketplace, this research disentangles their identity issues.

Purpose: Talent management and in particular strategic talent management (STM) has emerged as an important issue for hospitality organisations worldwide. In this chapter, we address some of the complexities evident in hospitality organisations in relation to the practice of STM, the types of internal and external STM issues that arise and both the research and practice implications of pursuing STM in hospitality organisations.

Methodology/Approach: This chapter presents a review of the literature on the wider topic of STM, with particular focus on the integration of issues and themes identified in the hospitality management literature related to STM perspectives.

Findings: We find that STM is a topical issue for hospitality organisations irrespective of size, complexity, or geographic location. However, research that explicitly addresses STM in hospitality is nascent leaving many unanswered questions. The notion of what constitutes STM is shaped by the complexities and values of the hospitality industry itself and its meaning is not necessarily the same as in other industry contexts. However, as yet we do not have sufficient insights to reach conclusions as to what STM truly looks like in hospitality organisations.

Research Implications: Here, we add to the literature, highlighting the need for more research on the many dimensions of STM in hospitality organisations including its antecedents, processes, and outcomes and the extent to which it is different in hospitality organisations compared to multinational corporations and public sector organisations.

Practical Implications: We highlight a number of practical implications around roles, processes, practices, and skillsets to utilise a strategic approach to talent management in hospitality organisations.

Originality/Value: This chapter continues the debate as to the role of STM in hospitality organisations as well as providing a more focussed agenda for both future research and practice. We also analyse and critique the internal and external forces and pressures that shape STM in hospitality organisations.