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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).

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.

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.

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.

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.

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).

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.

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.

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.

Despite many neurodiverse individuals possessing skills that are desperately needed, few organizations have redesigned their attraction, development and retention practices to capture them. In this chapter, we alert organizations that embracing neurodiversity bodes well for expanding the diversity of the talent pool, thereby mitigating talent risks. We proceed to analyse and explain how neurodiversity can be positioned within the talent management literature and identify opportunities for integrating neurodiversity and talent management research. We begin by exploring the concept of neurodiversity and in particular neurodiversity in the workplace. We then use this foundation to establish how neurodiversity can be engaged within the talent management literature. Finally, we outline a plethora of future research questions and avenues to further explore neurodiversity in the context of talent management.

Policymakers are developing government-level pandemic response strategies (GPRS) to assist architecture, engineering and construction (AEC) enterprises. However, the effectiveness of the GPRS has not been assessed. Therefore, this study aims to investigate the interrelationships between GPRS and AEC enterprises. To achieve that aim, the study objectives are to compare GPRS effectiveness between small-medium and large AEC enterprises, develop groupings to categorize interrelated GPRS and evaluate the effectiveness of the GPRS and interrelated constructs.

A systematic literature review and semi-structured interviews with 40 AEC industry professionals were carried out, generating 22 GPRS. Then, questionnaire survey data was collected among AEC professionals. In total, 114 valid survey answers were received and analyzed using the Kruskal–Wallis H test, normalized mean analysis, factor analysis and fuzzy synthetic evaluation.

Small-medium enterprises have four distinct critical GPRS: “form a special task force to provide support in maneuvering COVID-19,” “provide infrastructure investment budgets to local governments,” “develop employee assistance programs that fit all types of working groups” and “diversify existing supply chain.” Large enterprises have two distinct critical GPRS: “provide help in digitalizing existing construction projects” and “mandate COVID-19 as force majeure.” Eighteen GPRS can be categorized into the following five constructs: “market stability and financial aid,” “enterprise capability management,” “supply chain improvement,” “law and policy resources” and “information and workforce management.” The former two constructs are more effective than other GPRS constructs.

This is the first paper that evaluates the effectiveness of GPRS for AEC enterprises, providing new evidence to policymakers for well-informed decision-making in developing pandemic response strategies.

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.

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.

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.

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.

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.

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.

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.

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.

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.