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1 – 10 of over 2000Jane F. Maley, Marina Dabić, Alain Neher, Lucia Wuersch, Lynn Martin and Timothy Kiessling
This conceptual work examines how, in times of post-COVID-19 paradigm shift, the employee performance management (PM) process can help multinational corporations (MNCs) strengthen…
Abstract
Purpose
This conceptual work examines how, in times of post-COVID-19 paradigm shift, the employee performance management (PM) process can help multinational corporations (MNCs) strengthen their talent management and, at the same time, meet their future needs.
Design/methodology/approach
We take a conceptual approach and present our perspective on what we see as the most critical trends shaping PM and talent management. Contingency theory and Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) theory provide a sound theoretical framework for understanding and responding to the complex and rapidly changing business context post-COVID-19.
Findings
Drawing on these theories, we create a framework providing a means of understanding why and how MNCs can maintain talent and, at the same time, develop new talent through the PM process.
Practical implications
Importantly, our study emphasizes the critical role that project management and talent management techniques play for both practitioners and scholars. In order to gain and sustain a competitive edge in the ever-changing VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) landscape, these processes necessitate ongoing reassessment and adaptation. As Plato eloquently stated, “Our Need Will Be the Real Creator,” encapsulating our vision for the proactive and dynamic nature of effective project management and talent management practices.
Originality/value
The study establishes the benefits of an agile and flexible PM approach to help develop talent and pave the way for future research in this increasingly critical area
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Stefan Jooss, Julia Lenz and Ralf Burbach
This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality…
Abstract
Purpose
This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic.
Design/methodology/approach
This conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, the authors take an interorganisational talent pool lens and develop a framework following the principles of open-systems theory.
Findings
The authors find that the traditional use of talent pools is often impractical for SMEs because of a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. The authors identify potential for SME coopetition at various stages, including attraction, development and retention of talent.
Practical implications
Coopetition in talent management can aid industries in establishing market-thickening pipelines. Through co-attracting, co-developing and co-retaining talent, SMEs can create interorganisational talent pools. To develop talent management coopetition, a set of prerequisites, catalysts and potential inhibitors must be analysed and managed.
Originality/value
This paper moves the talent management debate beyond competition for talent, introducing coopetition as a viable alternative. Taking an open-systems perspective, the authors develop an integrative framework for coopetition in talent management in SMEs encompassing input, process and output components. The authors reveal the dynamic and complex nature of this coopetition process, highlighting the essential role of coopetition context and illustrating open-system principles.
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Marian Thunnissen and Paul Boselie
Talent management in higher education institutes is an underexplored topic. Only a small portion of talent management publications is focussed on describing talent management in…
Abstract
Talent management in higher education institutes is an underexplored topic. Only a small portion of talent management publications is focussed on describing talent management in higher education institutes. In this chapter, we give an overview of the most important topics in the talent management literature in general and link it to what is known about these issues in higher education. It discusses the definition of talent and talent management, the talent management process and the multilevel outcomes of talent management, the fairness and justice issues related to talent management and the importance of embedding the analysis of talent management in its broader organizational and institutional context. In the final part of this introduction chapter, we will explain how the talent management topics are discussed in the subsequent chapters of this book.
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Martin Carlsson-Wall, Kai DeMott and Hamza Ali
In this paper, the authors empirically and theoretically analyze the scaling and control of talent development to highlight an important part of commercialization in football…
Abstract
Purpose
In this paper, the authors empirically and theoretically analyze the scaling and control of talent development to highlight an important part of commercialization in football clubs, especially in the light of a growing transfer market.
Design/methodology/approach
Conducting a single case study of a Swedish football club, the authors adapt a view of the club as a “high-intensity” organization (Alvesson and Kärreman, 2004), one that inherently relies on strong identification of employees and the fostering of talent. This view allows us to detail the importance of both socio-ideological and technocratic forms of control involved in the talent development process.
Findings
The authors show how socio-ideological and technocratic forms of control were combined to establish the football club as a “talent factory” in the league, as well as the corresponding challenges when scaling talent development activities and how these challenges were handled. In doing so, the authors contribute to the broader accounting literature on talent- and human resource management, as the authors provide an example of how football clubs may commercialize without necessarily violating their fundamental sports values.
Originality/value
Talent management has mainly been studied in terms of increasing player wages and a focus on the cost of talent. As opposed to these perspectives, the authors highlight the revenue potential in developing players in the light of a growing transfer market and the relevance of talent development for the commercialization of football clubs.
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Marian Thunnissen and Paul Boselie
This final chapter of this book highlights and critically discusses some specific issues concerning talent management in the context of higher education raised in the chapters of…
Abstract
This final chapter of this book highlights and critically discusses some specific issues concerning talent management in the context of higher education raised in the chapters of this book. It recapitulates the transition higher education is going through. This transition started decades ago but was boosted by the movements of Open Science and Recognition and Rewards. It leads to a reorientation on the conceptualization of academic performance and subsequently also on the meaning of talent and talent management in academia. It points to a shift from an exclusive and performance orientation on talent, to an inclusive, developmental approach to talent management or a hybrid form. Yet, Thunnissen and Boselie state that there is a talent crisis in academia, and this crisis urges the need for more innovative ways of developing and implementing talent management practices. This chapter ends with some recommendations for further talent management research and practice.
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Kati Järvi and Violetta Khoreva
The purpose of this paper is to emphasize the role of talent management (TM) in strategic renewal. Furthermore, the authors extend the existing knowledge on the process of TM…
Abstract
Purpose
The purpose of this paper is to emphasize the role of talent management (TM) in strategic renewal. Furthermore, the authors extend the existing knowledge on the process of TM implementation by underlining particular activities, which are involved in this process during strategic renewal.
Design/methodology/approach
The authors report a qualitative study of a TM program in a Finnish–Swedish Multinational corporation undergoing major strategic renewal. The data consist of 46 semi-structured interviews and secondary data.
Findings
The role of TM in the context of strategic renewal is to provide the conditions for the self-initiation and identification of potential change agents and for the development of the talented employees to perform in their roles of change agent. In the context of strategic renewal, TM process consists of identification of key projects to address critical business opportunities and challenges, the identification of talented employees to execute them, and the identification and creation of key positions.
Research limitations/implications
The authors encourage scholars to explore the empirical settings characterized by change and unpredictability in more detail, and thus examine the role of talented employees and TM in other specific contexts. Future studies are also encouraged to study other cultural settings and examine to what degree the process of TM implementation may positively influence attitudes and behaviors of talented employees and, consequently, the overall organizational performance.
Practical implications
This study offers practical advice for top management and HR managers. First, the process of TM implementation during strategic renewal should start with the identification of “must-win-battles” that can have a more profound impact on change. Furthermore, top management should allow and enable motivated potential talented employees to volunteer for the job of aiding company-wide changes. Next, top management should provide the talented employees with the space to come up with novel ideas and conceive new business opportunities. Finally, the importance of transparent and spot-on evaluation criteria should be emphasized.
Originality/value
The study contributes to advancing our understanding of TM and strategic management in practice.
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Atheer Abdullah Mohammed, Abdul Hafeez Baig and Raj Gururajan
The purpose of this paper is to develop a theoretical model and investigate the relationship between talent management (TM) processes and knowledge creation (KC) in Australian…
Abstract
Purpose
The purpose of this paper is to develop a theoretical model and investigate the relationship between talent management (TM) processes and knowledge creation (KC) in Australian public and private universities. This is because of the pragmatic advantages for organisations that focus on talents and knowledge.
Design/methodology/approach
This research adopted the mixed-methods design. The sample comprised 23 individuals for the qualitative study and 286 individuals for the quantitative survey questionnaire, all conducted in nine public and private universities in Australia.
Findings
The qualitative outcomes were utilised to develop the quantitative survey statement. These outcomes are based on a three-stage method of thematic analysis. The core conclusion of the quantitative study is that there is a significantly positive influence on TM processes (TMPs) on KC.
Research limitations/implications
The principle limitation of this study was the scope. It only targeted one country (Australia), one state (Queensland) and a part of the higher education sector (the university).
Practical implications
This research designed a quantitative instrument of TMPs and KC for the Australian educational institutions. The instrument is severely designed and comprehensively conceptualised utilising social, excellent, performance, strategic, behavioural and developmental concepts within TMPs with innovative, informational and technological concepts underlining KC within the Australian public and private universities in Queensland.
Originality/value
The study adds value to both TM and knowledge management literature through designing a conceptual model that links both of these variables in one tool regarding the university sector.
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