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This paper aims to highlight dysfunctional multi-stakeholder relations and negative business outcomes, evidenced in lose/lose results, exacerbated by failure to acknowledge strategic business focus as a means to redress problematic business thinking and practice amongst key leadership teams associated with achieving balance between competitive advantage and corporate social responsibility.

The reframed strategic business focus has been developed using Eastern philosophy and Western organization theory and refers to four case examples of dysfunctional business thinking and practice.

Strategic business focus results from an interdependent and complementary positive mediating relationship between competitive advantage and corporate social responsibility, which is moderated by organization culture (organization core values, including shared value) and strategic human resource management (talent and mindset).

Strategic business focus as proposed has not been empirically tested but seeks to address a conceptualization that competing business and stakeholder agendas are interdependent and complementary.

Strategic business focus seeks to redress traditional win/lose and lose/lose business outcomes, by supporting win/win results, represented by shared value amongst multi-stakeholders.

Strategic business focus seeks to provide a means whereby corporate social responsibility, particularly the social contract, plays a key role in the decisions and practices of key leadership teams and the behaviour of corporate staff in host environments when seeking competitive advantage.

Eastern thinking and behaviour are usually undervalued in the western business literature, particularly in western business practice. Joint attention, however, may improve competitive advantage and corporate social responsibility agendas in support of diverse management practices, including shared value.

The highly unpredictable, complex, and dynamic business environment forces companies to innovate constantly. One organizational response to coping with environmental pressures is organizational ambidexterity, that is, the ability to pursue simultaneously the exploitation of existing capabilities and the exploration of new opportunities. It has an impact on the way of working, and consequently, organizations need to reevaluate their talent strategies. With this conceptual contribution, we first provide a fresh view on talent and talent management (TM) by suggesting an ambidextrous TM approach, including novel TM practices that have been rather neglected in the so far dominant traditional TM approach. It centers on the system-controlling element of an ambidextrous mindset. Second, in a theory-based framework, we explain how dynamic TM capabilities (hybrid, dual, and ambidextrous TM), which represent processes for deploying, developing, and shaping talent, can contribute to gaining competitive advantages in various ambidextrous structures reflecting the complexity and dynamism of and within human resource (HR) ecosystems. The authors advance the under-researched process perspective on TM by using the lenses of the HR ecosystems discussion, insights from a dynamic view on the person–environment fit, and dynamic capabilities. The authors conclude with a broad agenda for future research in TM in dynamic environments.

Business has always been dependent on talent to drive performance. But as the war for talent heats up the competition for talented employees is at an all time high. Driving widespread adoption of a talent management mindset and utilizing the second generation of the web are vital to success. The purpose of this paper is to outline methods that organizations can use to attract and retain talent to beat the competition.

The paper demonstrates the efficiencies that can be gained by focusing on a talent management system implementation at DeticaDFI.

Talent is defined as an ability or quality possessed by a person in a particular field or activity. In business it is also recognized as the only true and sustainable competitive advantage. As the criticality of attracting and retaining the best people has increased, so has the necessity to manage talent holistically on a unified and business‐centric talent management platform. Talent management is evolving to become a series of complex HR processes combined to make sure you have the right staff, in the right role, doing the right things.

Talent management is emerging as a fundamental element of business management. With this in mind, this feature will look at the need for talent management and how organizations need to adapt their mindset and processes if they are to attract and retain the next generation of talent.

Getting the right people in pivotal roles at the right time should be nothing new to HR professionals, but done effectively, talent management can create long‐term organizational success. Here, Lynne Morton and Chris Ashton show how to align talent management strategies to business goals, integrate all related processes and systems and create a “talent mindset” in your organization.

Within the literature of global mindset there has been much discussion of antecedents. Few attempts have been made, however, to analyze the outcomes of a global mindset. Our chapter undertakes a thematic analysis of global mindset antecedents and outcomes in the 1994–2013 literature. Adopting an inductive approach and borrowing methods from international business and managerial cognition studies, we map, assess, and categorize 42 empirical and 10 theoretical studies thematically. We focus on the antecedents and outcomes at individual, group, and organizational levels. We conceptualize corporate global mindset as a multidimensional construct that incorporates global mindset at the individual level and is dependent on a robust communications infrastructure strategy for its cultivation throughout the organization. Our study categorizes antecedents and outcomes by level and identifies the gaps in global mindset outcomes and firm performance for future researchers to address.

This paper aims to examine the mediating role of human capital on the talent management in hospitals’ sustainable business performance in the health-care sector of Malaysia.

The study used a quantitative approach, with an initial sample of 174 Malaysian hospitals. The theoretical framework was based on previous studies of talent management (TM), human capital (HC) and sustainable business performance (SBP). Partial least squares-structural equation modelling (PLS-SEM) was used to test the study’s hypotheses.

Talent management mindset (TMM), but not talent management strategy (TMS), has a significant relationship with HC and SBP. HC has a significant direct relationship with SBP, and also mediates the relationship between TMM and SBP but not between TMS and SBP.

This work is one of a limited number of studies to empirically address TM, HC and SBP in this context. The study is limited to Malaysian hospitals. It provides theoretical contributions by broadening the knowledge of HC, TM and the multifocal perspective of hospitals’ SBP, a relevant but underexplored issue, offering several avenues for future research.

The findings have beneficial practical implications for both policy makers and managers. First, focusing on talented people will directly improve sustainable performance in the Malaysian health sector. The findings also have important theoretical implications both for Malaysia and countries in similar situations. The study will serve as a reference point for such countries in trying to understand factors influencing SBP.

This is the first study to examine the mediating effect of HC on the relationship between talent management and hospitals’ sustainable business performance in Malaysia, or worldwide.

Organization development is focused on implementing a planned process of positive humanistic change in organizations through the use of social science theory, action research, and data-based feedback methods. The role of personality in that change process, however, has historically been ignored or relegated to a limited set of interventions. The purpose of this chapter is to provide a conceptual overview of the linkages between personality and OD, discuss the current state of personality in the field including key trends in talent management, and offer a new multi-level framework for conceptualizing applications of personality for different types of OD efforts. The chapter concludes with implications for research and practice.

Purpose: This chapter considers talent management in ‘situ’, at a time of unprecedented disruption, and identifies implications for practice and study.

Methodology/approach: We compare normative advice from the talent management literature with publicly available accounts of talent management strategies employed during the Covid-19 pandemic. We also include perceptions of employees from publicly available reviews (Glassdoor, 2020a), and a brief personal account.

Findings: Hospitality and tourism organisations are encountering unprecedented pressures for change, primarily due to Covid-19 as well as the sustainability and social justice movements. We identify three organisational responses to the pandemic – closing/contracting operations, consolidating around areas of strength, and creatively pivoting in new directions. Innovations in talent management were found to vary accordingly, including: humane downsizing and pay cuts; training and development (for managers and front-line employees, including in emotional intelligence, resilience, and delivering service excellence online); new talent acquisition, through new programmes, structures, roles, and partnerships; an enhanced employee value proposition, including safe and fun work environments, as well as improved pay and benefits; commitments to social equity and sustainability; courageous, creative, and resilient leadership; and effective communication. Despite these innovations, employee reviews suggest that top performing organisations continue to fall short on work–life balance, un-social working hours, inadequate compensation, and poor-quality managers.

Practical implications: Ever increasing business complexity requires skilled senior managers in multiple domains, and empowered, decentralised unit-level managerial and owner competence (with skills in emotional intelligence, collaboration, and negotiation). Front-line employees, capable of delivering excellence in customer service (despite disrupted circumstances), are more essential than ever. Successful enterprises, both now and in the future, will undoubtedly be those that prioritise talent, throughout all levels of organisation.

Research limitations/implications: Future research should undertake a more comprehensive investigation of talent management strategies employed (including from small business owners), as well as employee perceptions of their effectiveness (considering socio-economic differences as well as gender and race). Research is also needed with respect to the perceived value of organisational commitments to sustainability and social justice initiatives.

Originality/value: This chapter uniquely considers talent management at a time of crisis. Methodologically, it uses publicly available data of employee perceptions of their employers.

Issues, which have negatively impacted a diversity of business stakeholders, suggest that business thinking and leadership behaviors surrounding a desired strategic business focus appear increasingly inadequate. For example, that integration strategies and differentiation strategies are mutually exclusive. Three issues appear to contribute to such circumstances.

First, Western strategic business frameworks are largely based on quantitative foci, and remain largely unchallenged. Second, balance between key leadership team agendas and external stakeholder expectations is usually absent. Third, there is minimal connection between what organizational cultures reward, and how human resource management prescriptions provide support.

To address such concerns and implant a renewed strategic business focus, Porter and Kramer (2006, 2011) have identified the notion of shared value, which seems an appealing means to redress business problems represented by negative multistakeholder relations; moreover, an absence of any contemporary acknowledgment of the social contract. Nevertheless, a number of elements appear to be missing from the how shared value is portrayed by Porter and Kramer (2006, 2011).

Based on Maslow’s notion of Eupsychia, and employing an Ideation approach, a renewed strategic business focus supporting the notion of shared value is presented. The renewed focus seeks to enhance Porter and Kramer’s (2011) framework, by including key features to enhance shared value, including elements of Eastern and Western philosophy, and Western organization theory.

Problematic examples, identifying the absence of shared value, and including research propositions are identified.

Based on the tasks and responsibilities of global leaders, the benefits of a holistic view in global leadership talent acquisition are identified. The main areas of this integrating process, such as succession planning, attracting, and mobilizing talents, selection, training and development, and retaining global leadership talents, are described. The success factors and principles of a global talent acquisition process are presented and explained. Furthermore, this chapter shows that a proactive step for global organizations is to build an in-house global leadership talent pool to ensure having the right global leaders in the right places at the right time.