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In an ongoing War for Talent, what are the intangible and tangible return on investments (ROIs) for boundary-spanning employees? This study aims to develop a formative structural equation model (SEM) of the Matthew effect in talent. management.

This study develops a formative SEM theoretical model. Training and development (T&D) are the two antecedents of the latent construct – talent management strategy (TMS). This study frames the latent construct (TMS) in the proximal context of reducing burnout (cynicism and inefficacy), the distal context of subjective and intangible outcomes (job and life satisfaction) and the omnibus context of objective, tangible and financial rewards (the sales commission). The study collected data from multiple sources – objective sales commission from personnel records and subjective survey data from 512 sales employees.

The empirical discoveries support the theory. Both T&D contribute significantly to the TMS, which reduces burnout in the immediate context. TMS enhances job satisfaction more than life satisfaction in the distal context. TMS significantly and indirectly improves boundary spanners’ sales commission in the omnibus context via life satisfaction, but not job satisfaction. The model prevails for the whole sample, men, but not women.

Our discoveries offer practical implications for the Matthew effect in talent management: policymakers must cultivate T&D, develop TMS, facilitate the spillover effect from job satisfaction to life satisfaction, concentrate on the meaning in their lives and take their mind off money. TMS ultimately helps ignite these boundary spanners’ sales commission and their organization’s bottom line and financial health. The rich get richer.

It is life satisfaction (not job satisfaction) that excites boundary-spanning employees’ high level of sales commission. Our model prevails for the whole sample and men, but not for women. Job satisfaction spills over to life satisfaction for the entire sample, for men, but not for women. The results reveal gender differences.

The paper examines ways that Knowledge Management (KM) can demonstrate practical value for organizations. It begins by reviewing the claims made about KM, i.e. the benefits KM can provide to organizations. These claims are compared with traditional firm performance metrics to derive a criterion to measure the value of KM. Seven practical outcomes of KM are then presented as methods to persuade managers to invest in KM. These practical outcomes are then evaluated against the value criterion. The paper is based on empirical evidence from a five year longitudinal study.

This paper is based on a longitudinal change project for a large Australian Research Council (ARC) Linkage Project grant in the period 2008-2013. The Project was a transformational change program which aimed to help make the partner organisation a learning organisation. The partner organisation was a large Australian Government Department, which faced the threat of knowledge loss caused by its ageing workforce. The sample was 118 respondents, mainly engineering and technical workers. A total of 150 respondents were invited to participate in the study which involved an annual survey and attendance at regular training workshops and related activities, with a participation rate of 79 per cent.

This paper provides a checklist from which to evaluate KM in terms of financial and non-financial measures and seven practical outcomes from which to identify the organisational problem which may be addressed by KM. Lead and lag indicators – what needs to be done and what will result – are also provided. Managers may use this framework to identify the value proposition in any KM investment.

The research is based on a single case study in a public sector organization. While the longitudinal nature of the study and the rich data collected offsets this issue, it also presents good opportunities for researchers and practitioners to test the ideas presented in this paper in other industry contexts. The seven practical outcomes also vary in the maturity of the empirical evidence supporting KM ' s impact. Strategic alignment, value management, and psychological contract, in particular, are still under-developed and could be areas for specific further research testing the ideas presented here.

This paper argues that investment decisions regarding KM may benefit from focusing on significant and on-going organisational problems, which will connect KM with firm performance and demonstrate financial and non-financial impact. The seven practical outcomes were evaluated against measurement criteria and against KM ' s claims. Overall, common themes were time and cost, as well as capability growth and performance improvements. Financial impact was mainly found in cost savings. Non-financial impact was found across the seven practical outcomes. It provides management with a checklist to make investment decisions regarding KM.

The decision whether to invest in KM begins with methods used to evaluate any organisational project. Managers must determine first whether necessary funds are available; and then whether the project is worthwhile. The standard method for evaluating a project ' s worth is return on investment (ROI). However, calculating ROI for KM investment is problematic. Unless KM can be proven to directly improve performance in financial terms, managers may struggle to see its ROI. The paper begins by reviewing the claims made about KM, i.e. the benefits KM can provide to organizations. These claims are compared with traditional firm performance metrics to derive a criterion to measure the value of KM.

The purpose of this paper is to explore the concept of Corporate Social Responsibility (CSR) communication. This paper specifically aims at introspecting into CSR communication patterns in the Egyptian context, where the top ten companies in the Egyptian Stock Exchange–Environmental, Social and Governance Index (EGX-ESG) are sampled.

The paper presents an exploratory study where content analysis of the communications of the ten top-listed companies in the ESG Index in Egypt was analyzed.

The results showed that most companies are using the “stakeholder information” strategy, with the “stakeholder involvement” strategy being the least used.

The results are limited to the use of the content analysis method which is a qualitative methodology. Hence, the results should be generalized with caution.

CSR communication is crucial to the success of companies, regardless of business size, industry or culture. Several aspects of CSR communication, to this day, remain vague for academics and practitioners alike. Therefore, additional insights about the topic should be generated. The present work aids in the understanding of CSR communication as a facet of organizational change and a new trend in emerging markets.

The current exploratory study sheds light on the topic of CSR communication in an important emerging market in transition, namely Egypt. The results of the communication strategies utilized by the top-listed companies can be generalized to other similar contexts.

The majority of the studies conducted on this particular topic took place in the USA and Europe; hence, few insights are provided about the concept in emerging markets.