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Article
Publication date: 8 January 2018

Aparna Venugopal, Krishnan T.N. and Manish Kumar

Past studies have associated top management’s paradoxical cognition and actions with the ambidextrous performance of firms. Compared to large firms, the top management…

Abstract

Purpose

Past studies have associated top management’s paradoxical cognition and actions with the ambidextrous performance of firms. Compared to large firms, the top management members of small firms play a focal role in resolving the paradoxical tensions of explorative and exploitative innovation strategies. Anchored in the upper echelons perspective, the purpose of this paper is to explore the influences of two top management team (TMT) processes on organizational ambidexterity: TMT behavioral integration and TMT involvement in small and medium enterprises (SMEs).

Design/methodology/approach

The research is set in the context of 78 hi-tech SMEs across IT, biotech, and electronics industry. Multiple responses were collected from each firm. The authors used hierarchical regression analysis to test the hypotheses.

Findings

The findings from this paper demonstrate that the process of TMT behavioral integration enhances organizational ambidexterity. However, the results show that neither the top management’s involvement, nor the interaction of the top management’s involvement with the behavioral integration of a TMT, enhances organizational ambidexterity.

Research limitations/implications

The limited examination of two TMT processes has restricted the scope of this paper. The study has also been unable to measure paradoxical cognition in the TMT objectively and without proxy measures.

Originality/value

The results from this study add to the existing literature on paradoxical cognition, ambidexterity, and behavioral integration. The results from this study also lend support to the upper echelons perspective. Further, the findings from this paper present significant practical implications by throwing light on the senior team processes necessary for small ambidextrous firms in emerging economies. The volatile and rather unpredictable nature of emerging economies underscore the relevance of examining the facilitating conditions of small ambidextrous firms in these countries.

Details

Management Decision, vol. 56 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

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Article
Publication date: 10 April 2020

Eleni Michopoulou, Iride Azara and Anna Russell

This study aims to examine issues of talent management (TM) in events. Specifically, it investigates the triangular relationship that exists amongst temporary event…

Abstract

Purpose

This study aims to examine issues of talent management (TM) in events. Specifically, it investigates the triangular relationship that exists amongst temporary event workforces, event employment businesses (EEBs) and event organisers (EOs).

Design/methodology/approach

A mixed method design was used including a quantitative survey of UK temporary event workers (TEW) to examine their characteristics and motivations to work at events; a qualitative survey with (EOs) to understand the reasons for using TEW and (EEBs) and interviews with EEBs to understand their challenges in delivering best-fit between TEW and EOs.

Findings

This study sheds light on the complex relationships amongst temporary event workforces, EOs and event employment businesses. Findings show TEW who display high levels of affective commitment towards their employment organisation and possess the characteristics of extraversion and contentiousness, are highly motivated to work at events. EOs suggest their operational restrictions (such as limited resources, time and expertise) are fuelling the need to use EEBs to source staff with the right skills and attitudes. In turn, these recruiters demonstrate they play an active role in reconciling the often-conflicting needs of EOs and TEW.

Originality/value

This study extends knowledge and understanding on TM in events by providing insights into the characteristics of TEW as a growing labour market segment in the event sector. Significantly, the study contributes to a better understanding of the critical role that EEBs play in the construction, development and management of talent in events.

Details

International Journal of Contemporary Hospitality Management, vol. 32 no. 3
Type: Research Article
ISSN: 0959-6119

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Book part
Publication date: 16 September 2019

Snejina Michailova and Dana L. Ott

Abstract

Details

Talent Management in Small Advanced Economies
Type: Book
ISBN: 978-1-78973-450-8

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Book part
Publication date: 27 July 2021

Stefan Jooss, Ralf Burbach and Huub Ruël

Abstract

Details

Talent Management Innovations in the International Hospitality Industry
Type: Book
ISBN: 978-1-80071-307-9

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Book part
Publication date: 2 October 2019

Stephen Swailes

A core assumption of exclusive talent management is that some employees have more talent than others. Performance data and talent reviews provide some support for this…

Abstract

A core assumption of exclusive talent management is that some employees have more talent than others. Performance data and talent reviews provide some support for this assumption yet there are grounds thinking that a proportion of talent identification is false; average people can be included, talented people can excluded. In an exploration of how talent recognition is exposed to risk, this chapter considers two approaches to talent that are seldom treated together. First, the social construction of talent is developed in ways that highlight the dangers that inevitably arise in talent recognition processes. A social constructionist treatment raises the prospect of ‘empty’ talent pools and the chapter explores the ethical and moral issues arising and questions whether it matters that talent pools might be empty. Second, talent is considered as an innate characteristic of people highlighting that talents are not static and continue evolving up to a point. As such, and if so, it is right that organizations should look periodically for talent across their employee base. The chapter highlights areas for further research into the existence of ‘the talented’ in business contexts and in particular the question of how much talent pools actually contain people with above average talent. The practical implications of appreciating both social and natural bases of talent are considered.

Details

Managing Talent: A Critical Appreciation
Type: Book
ISBN: 978-1-83909-094-3

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Article
Publication date: 6 July 2021

Foteini Kravariti, Emeka Smart Oruh, Chianu Dibia, Konstantinos Tasoulis, Hugh Scullion and Aminu Mamman

Based on a study of internationally oriented Greek small and medium-sized enterprises (SMEs), and using the lens of institutional theory, this paper extends the…

Abstract

Purpose

Based on a study of internationally oriented Greek small and medium-sized enterprises (SMEs), and using the lens of institutional theory, this paper extends the understanding of the extent to which Greece's institutional context influences talent management (TM). In so doing, the authors focussed on the key TM practices employed by SMEs to enhance and sustain TM: talent acquisition, development and retention. The authors also explore how these practices are shaped by the Greek institutional context.

Design/methodology/approach

Employing a multiple case-study approach, the authors conducted 18 interviews in six distinctive SMEs operating in north, central and southern Greece. The data were thematically analysed to identify patterns across all SMEs.

Findings

This study found that unlike multinational corporations, internationally oriented Greek SMEs adopt a more inclusive approach to TM practices as well as that the country's institutional context presented important yet not deterministic hurdles. The authors also found that SMEs adopt an opportunistic approach to talent acquisition by utilising appropriate available sources to reach out for available talent. The authors provided evidence that SMEs adopt a hybrid approach to talent development in addressing talent scarcity. Finally, this study reported that talent retention is significantly appreciated by SMEs, who offer a range of intrinsic and extrinsic incentives to retain their talented workforce.

Practical implications

This study provides stakeholders with insights into how effective TM practices can be considered a lifeline to organisational sustainability – particularly for SMEs in the contemporary challenging and fiercely competitive business environment. It also highlights the potential of inclusive TM practices to be part of an effective workforce management strategy: Relative to the prevailing institutional dynamic, stakeholders (policymakers and human resource practitioners) must engage in the multiple areas of individual talent acquisition, development and retention.

Originality/value

In a context of reforms, this study reports on TM practice in internationally oriented Greek SMEs. The authors also add to the literature on TM in SMEs by providing evidence on the conceptualisation and management of global talent in this context.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

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Article
Publication date: 16 August 2011

T.N. Krishnan

Most research on employment relationship has been done on the Anglo‐Saxon context, the results of which may not be totally valid for India. The emerging employment…

Abstract

Purpose

Most research on employment relationship has been done on the Anglo‐Saxon context, the results of which may not be totally valid for India. The emerging employment relationship in India is best viewed through the lens of psychological contracts. Psychological contract has significant influence on valuable workplace outcomes. This paper seeks to propose a model for understanding employment relationship through the concept of psychological contracts.

Design/methodology/approach

With the help of published case studies in the Indian context and based on social exchange theory, this paper proposes a model wherein trust mediates the relationship between the perception of breach of the psychological contract and HR systems.

Findings

As more and more employees come under non‐unionized workforce, the non‐formal aspects of employment through the lens of psychological contracts becomes an important lever to manage employment relationships. The model presented in this paper suggests that depending on the HR system an organization adopts, the perception of breach of psychological contract gets affected. Based on the notion of consistency of HR practices, it is argued that HR systems across organizations form two archetypal extremes and each of these give rise to a different perception of breach of psychological contract.

Originality/value

As HR managers are faced with a range of choices in implementing HR systems, it becomes difficult to narrow down the available options. This study would provide some guidelines to do so, by highlighting the process through which HR systems impact the perception of breach of psychological contracts and the resulting employment relationship.

Details

Employee Relations, vol. 33 no. 5
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 18 July 2019

Lenna V. Shulga and James A. Busser

The purpose of this paper is to critically assess the state of substantive, methodological and conceptual development of talent management (TM) within hospitality and…

Abstract

Purpose

The purpose of this paper is to critically assess the state of substantive, methodological and conceptual development of talent management (TM) within hospitality and business research and to identify gaps, examine debates and provide hospitality research direction.

Design/methodology/approach

After identifying 545 articles from 22 peer-reviewed journals from Google Scholar using “talent management,” only articles directly related to TM (n = 149) were analyzed using the validity network schema (VNS). The advantage of the VNS approach is in-depth analysis of the three research domains – substantive, methodological, and conceptual – and evaluation of the pathways between domains emerging in a unique hospitality TM perspective.

Findings

Substantive domain TM discourse analysis identified 12 general and 5 hospitality-related topics. The resulting research framework depicted how global trends, organizational, employee-specific factors and organizational-management tactics affect (1) organizational, (2) personal, (3) societal, and (4) customer outcomes. Methodological domain analysis revealed business TM research in the mature stage, while hospitality TM research is in the embryonic stage of development. TM researchers predominantly used observational, descriptive and industry-specific data, advancing the field with associated research frameworks. Conceptual domain analysis uncovered opportunities to advance theoretical foundations and test causal relationships.

Originality/value

VNS analysis identified the importance of conceptual, methodological and substantive domains of TM research. The comprehensive TM research framework was proposed with eight research pathways to guide future hospitality studies. This paper advances the unique hospitality industry-specific scholarship and practice, focused on employee well-being rather than solely organizational gain.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 10
Type: Research Article
ISSN: 0959-6119

Keywords

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Article
Publication date: 3 October 2012

Seema Joshi

– The purpose of this paper is to identify the role of universities in the service sector innovation system of India.

Abstract

Purpose

The purpose of this paper is to identify the role of universities in the service sector innovation system of India.

Design/methodology/approach

Use was made of secondary sources of data such as various reports, books and journals, to gather information on what constitutes the national innovation system (NIS) of a country. An attempt was made to assess the performance of India ' s innovation system, which comprises investment, infrastructure, knowledge and skill generation, and relations and linkages. The author made broad use of this conceptual framework to make an assessment of the performance of the changing service sector innovation system in India. To examine the performance of India ' s NIS, three elements were focused on: R & D, FDI in services, and status of higher education sector.

Findings

The paper concludes that India has a well-functioning service sector innovation system yet much needs to be done if India wants to keep alive her ambition of becoming a knowledge powerhouse or innovation superpower. Moreover, the private sector can play an important role in the improvement of quality of education, as has been revealed by the example of NASSCOM.

Originality/value

While there is some research on the NIS of India, not much has been written about the service sector innovation system of India. The paper fills this gap in the current literature to some extent.

Details

World Journal of Science, Technology and Sustainable Development, vol. 9 no. 4
Type: Research Article
ISSN: 2042-5945

Keywords

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Book part
Publication date: 2 October 2019

Beverly Dawn Metcalfe, Yasmeen Makarem and Fida Afouni

This chapter address how critical feminist organization studies can shed light on the dominance of masculinist logics in TM theorizing in both theory and practice and open…

Abstract

This chapter address how critical feminist organization studies can shed light on the dominance of masculinist logics in TM theorizing in both theory and practice and open up opportunities to review TM systems that stress inclusion and equity. The exclusive approach is most worrisome given that contemporary events such as the prosecution of Harvey Weinstein the global ‘#metoo campaigns and the Sustainable Development Goals have highlighted the importance of equality agendas. We draw on transnationalism, intersectionality and postcolonialism approaches to illustrate how TM reinforces inequalities. Our contribution questions the elite logics, and the white Global North males that dominate both TM theorizing, and TM practitioners and denies many stakeholders voices and contributions to organization life. We also question the longevity of the elite mantra of MNCs’ HRM policy given that the Sustainable Development Goals are increasingly being advocated by the business community, and contradict entirely an organizational ethic premised on valuing the elite.

Details

Managing Talent: A Critical Appreciation
Type: Book
ISBN: 978-1-83909-094-3

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