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The purpose of this paper is to assess the country-level drivers of managers' and executives' mobility. Both sub-groups play a fundamental role in entrepreneurship, innovation and ultimately on wealth creation in destination countries. The objective is to capture how the impact of economic, cultural and institutional factors differ for these sub-groups’ vis-a-vis the broad highly skilled group's mobility.

The paper investigates the country-level drivers of managers' and executives' bilateral migration from 190 countries to 32 Organisation for Economic Co-operation and Development (OECD) countries. It builds a model on four macro-contextual attractiveness factors of destination countries: economic conditions, cultural affinity, institutions and quality of life. The authors use fixed-effects regressions and carry several model specifications comparing the impact of different attractiveness factors on the migration of lower skilled, highly skilled, managers and executives.

The authors find that economic incentives do not motivate managers' or executives' mobility. The quality of life is more significant in driving executives' mobility than economic measures are. Cultural affinity, institutions and quality of life are more important for managers. Ethnic relations are significant for the overall highly skilled sample.

These results have implications for global companies interested in recruiting managers and executives and their recruitment strategies. International businesses attempting to maximize their access to international managers, for instance, can develop recruitment packages that capitalize on the particularities of the quality of life of the potential destination country. Such packages can contribute to streamlining the process and focusing on candidates' needs to increase the likelihood of relocation. The study’s results, in addition, have policy implications in terms of the “branding” of countries whose aim is to attract managers and other highly skilled talent. Officials can build an effective country-branding strategy on the existence of ethnic networks, effective institutions and quality of life to attract a particular segment of the talent pool. For instance, they can develop a strategy to attract executives by focusing on a specific cultural characteristic and elements of the quality of life such as the effectiveness of their country's healthcare and education systems.

The paper also points out to the issues that policymakers must resolve in the absence of an education system that guarantees the talent pool that the economy needs. For those countries that rely on foreign talent (such as Switzerland, Singapore and the USA), it is paramount to promote safety, quality of life and institutional development, in order to guarantee a sufficient inflow of talent.

Most global studies focus on the complete migrant stock or on highly skilled workers in particular. The authors disaggregate the sample further to capture the drivers of managers' and executives' migration. The authors find that latter sub-groups respond to different country-level attractiveness factors compared to the broader highly skilled sample. In doing so, the authors contextualize the study of mobility through a positively global lens and incorporate the impact of some of the factors generally overlooked.

The authors aim to examine the use of talent intelligence – the understanding that businesses have of the skills, expertise and qualities of their people – within talent management strategies.

The authors combine their field work and research expertise to understand the use of talent intelligence and its effectiveness, and how this can be improved upon.

Beneath the succession plans and talent pools, talent management is built upon the foundation of talent intelligence. It is the basis of every people decision that organizations make. Yet there is evidence that this basic foundation of talent management is broken.

The authors look at why talent intelligence is not being used to its potential, and explore what businesses can do to rectify the matter. Four practical steps are shared to help HR professionals assess the quality of their organization's talent intelligence.

The purpose of this paper is to outline a model of leadership based on the characteristics of the most highly acclaimed leader in Jewish history, Moses. The lessons from his leadership that are applicable to modern corporate leaders are identified and related to management development and education settings.

This paper relies on a direct reading of books 2–5 of the Old Testament (see notes) to propose a model based on Moses’ leadership. Using Moses’ journey toward and during his leadership, a model for present‐day leadership is proposed. Examples are given to anchor this model in biblical texts and reference it to modern leadership thoughts, spirituality and practical wisdom.

While the leadership of Moses is known and widely discussed within Jewish learning, it has not yet found a wider, secular audience. However, Moses’ leadership characteristics present an opportunity to reflect on how creative tensions between different leadership traits could be reconciled and an ethical model of leadership could be applied.

This paper does not look beyond books 2–5 of the Old Testament for further supporting evidence of the leadership of Moses. Future research could broaden the model through these sources. Moreover, research could test the four dimensions of leadership proposed in this paper in contemporary contexts, with performance as a dependent variable.

Moses’ leadership has been discussed by theologists but this paper suggests drawing on it as part of the ongoing academic discourse on corporate leadership. The biography of Moses sheds a light on the formative experiences of an ethical leader and his actions demonstrate how such a leader can act under challenging circumstances. If further developed, this research promises to be a useful addition to current leadership thinking and management education.

The purpose of this paper is to present a systemic approach to understanding the challenges facing executive teams in making good decisions and propose a simple framework for addressing these challenges.

Having identified Groupthink as a useful framework for understanding the challenges facing decision‐making groups, the paper reviews research into potential solutions and leverages case studies to propose a new model for tackling the challenges inherent in decision making.

The suggested model incorporates previously proposed process‐ and insight‐based solutions and adds a broader focus on information flow and how decision‐making behaviour is influenced and informed by the context in which it occurs.

The paper emphasises the role of a trusted, expert coach in implementing the proposed solutions and describes how coaches can leverage an understanding of the systemic nature of decision‐making behaviour to improve decision‐making ability in both teams and individuals.

Areas for future research are identified and potential limitations to the model are discussed, in particular the impact of geographical and organisational cultural issues.

The paper questions the predominantly individual‐based approach to tackling the challenges of decision making and highlights additional interpersonal processes that can both cause and be the source of solutions to Groupthink.

The purpose of this issue is to provide an overview of the special issue on practical wisdom for management from the Jewish traditions.

The guest editorial introduces the papers in this special issue, focusing in practical wisdom for management from the Jewish traditions.

The question on the relationship between the Jewish tradition and practical wisdom for management is answered in two different ways: first, providing a particular Jewish answer to managerial problems and second, presenting how Judaism can be a field of reflection learning for managerial praxis at both organizational and individual level.

The paper shows that the special issue offers insights into the value of practical wisdom of the Jewish traditions, from two particular points of view, as a guide for action and as an ethical approach to management.