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In today’s digital economy, it is very important to cultivate digital professionals with advanced interdisciplinary skills. The purpose of this paper is that universities play a vital role in this effort, and research teams need to use the synergistic effect of various educational methods to improve the quality and efficiency of personnel training. For these teams, a powerful evaluation mechanism is very important to improve their innovation ability and the overall level of talents they cultivate. The policy of “selecting the best through public bidding” not only meets the multi-dimensional evaluation needs of contemporary research, but also conforms to the current atmosphere of evaluating scientific and technological talents.

Nonetheless, since its adoption, several challenges have emerged, including flawed project management systems, a mismatch between listed needs and actual core technological needs and a low rate of conversion of scientific achievements into practical outcomes. These issues are often traced back to overly simplistic evaluation methods for research teams. This paper reviews the literature on the “Open Bidding for Selecting the Best Candidates” policy and related evaluation mechanisms for research teams, identifying methodological shortcomings, a gap in exploring team collaboration and an oversight in team selection criteria.

It proposes a theoretical framework for the evaluation and selection mechanisms of research teams under the “Open Bidding for Selecting the Best Candidates” model, offering a solid foundation for further in-depth studies in this area.

Research progress on the Evaluation Mechanism of Scientific Research Teams in the Digital Economy Era from the Perspective of “Open Bidding for Selecting the Best Candidates.”

Professional sports teams employ highly paid managers and coaches to train players and make tactical and strategic team decisions. A large literature analyzes the impact of manager decisions on team outcomes. Empirical analysis of manager decisions requires a quantifiable proxy variable for manager decisions. Previous research focused on manager dismissals, tenure on teams, the number of substitutions made in games or the number of healthy players on rosters held out of games for rest, generally finding small positive impacts of manager decisions on team success.

The authors quantify manager decisions by developing a novel measure of game-specific coaching decisions: the Herfindahl–Hirschman Index (HHI) of playing-time across players on a team roster over the course of a season.

Evidence from two-way fixed effects regression models explaining observed variation in National Basketball Association team winning percentage over the 1999–2000 to 2018–2019 seasons show a significant association between managers’ allocation of playing time and team success. A one standard deviation change in playing-time HHI that reflects a flattened distribution of player talent is associated with between one and two additional wins per season, holding the talent of players on the team roster constant. Heterogeneity exists in the impact across teams with different player talent.

This is one of the first papers to examine playing-time concentration in the NBA. The results are important for understanding how managerial decisions about resource allocation lead to sustained competitive advantage. Linking coaching decisions to wins can help teams to better promote this core product.

This study aims to look at the interaction dynamics among engineering professionals from the lens of status hierarchies and derive on the role of intragroup conflicts prevalent in engineering teams. It develops and tests a comprehensive moderated-mediation model combining interpersonal status dynamics (of talent and conflicts prevalent within the team) with team external power dynamics (with other teams) and their resultant effect on team performance through the intragroup conflicts.

Data at team level from 1,265 members belonging to 218 engineering teams were used for hypothesis testing.

Process and status conflicts fully explain the negative effect of having more talented members in teams on team performance. High talented teams have lower levels of process and status conflicts and higher levels of performance when they have high power.

This paper contributes to the literature on engineering teams, team status, power and conflicts.

This paper advises manager on where to exactly look for problems in the internal working of talented teams and conditions that could negatively impact their performance.

Research on teams’ internal composition and team performance link remains inconclusive. The established pattern of thinking in both practice and research is that having more talented members in the engineering teams is attached to superior performance. Whereas it is often the case that even after having multiple talented members, teams are not able to perform well. With some exceptions, studies have not paid attention to the dynamics of having more talented members and its flip side on team performance.

The purpose of this paper is to explore the question: how does socially responsible buying/sourcing applies to human talent? The authors examine this question in the unique context of Major League Baseball’s (MLB) relationship with the “buscones” (agents) representing prospects from the Dominican Republic.

Using game theory, the authors model how MLB teams create rules to curb unethical behavior within the supply chain. The principal relationship the authors will model is that of the franchises and the prospects. This relationship has as its core an investment decision by the individual franchises: should they incur costs to ameliorate the context in which the prospects find themselves, or not? The costs of investment, whether it is in academies, general education, a revision of recruiting policies or something else, must be weighed against the negative externalities that are likely to result if the exploitation of the DR recruits becomes common knowledge to other stakeholders, particularly the public.

The model shows that when investments are roughly evenly distributed, the teams successfully vote to outlaw unethical behaviors and thus collectively avoid the negative externalities. However, when investments are asymmetric, the teams invested in the current system vote against a ban to maintain a competitive edge, even though the system imposes costs on all of those involved.

This paper serves as the initial paper that examines international sourcing, social responsibility and baseball. As international sport clubs/franchises continue to source athletic talent from around the globe, the issues discussed in the paper are both original and pertinent.

In 2004, DuPont began to adjust the way it generated new talent. Search and selection specialist, NDK International, was tasked with playing a pivotal role in redesigning DuPont’s employee search system and identifying the right employees for DuPont’s EMEA territories. By providing clearer lines of communication and promoting brand awareness, DuPont has significantly improved its talent management system.

Past research provides mixed evidence of the various elements of talent management. This review consolidates that research evidence to present a comprehensive evidence-based multilevel framework to inform practice and outline future research directions.

A systematic review of 120 empirical studies, focusing on determinants, practices and/or outcomes of talent management practices, was undertaken.

Our multilevel framework suggests that talent management perspectives determine talent management practices which, in turn, impact organizational, group and employee outcomes. Most studies focused on identifying talent management perspectives or practices within organizations, while few studies investigated how these perspectives influence practices. The inclusive vs exclusive perspective has been the main focus of the research. However, findings indicate that a combination of perspectives generates a hybrid approach which leads to a range of talent management practices. The most studied practices involve talent development and the least studied involve talent engagement. In total, 67 studies focusing on outcomes of talent management identified organizational performance as the most conspicuous outcome of talent management.

This review contributes to the existing knowledge of talent management by consolidating the empirical evidence on determinants and outcomes of talent management practices and provides a comprehensive, integrated and multilevel framework to guide practice and future research.

The aim of this case study is to explore and understand the talent management innovations, practices and processes in a major telecoms company in India, Bharti Airtel.

The paper is based on a study of the organization's talent management practices and a survey of executives, including in‐depth interviews with two key talent management executives, and a study of employees' perceptions of the organization's talent management and its impact.

The research revealed the organization's vision and methods for integrating talent management processes. Talent management is an important element of the development process for employees and is an organization‐wide practice. The process of effective management of the talent pool has led to enhanced employee engagement and reduced attrition and proportionately increased the average tenure of employees. The talent management strategy and processes have contributed in varying degrees to development and growth of employees.

This research is an elementary study posing the need for further research into the organization‐wide practice of managing talent.

The research addresses how talent management is perceived in a successful organization and examines the recognition and growing acceptance of talent management practices. Talent management is widely adopted by multinationals operating in India, however, most Indian organizations are either currently or soon to adopt the practice. They are dealing with issues such as whether talent management is an offshoot of HR processes or an independent developmental process, and how it will create a competitive advantage and enhance employee engagement. This case study shows how the adoption of talent management processes on an organization‐wide scale – not confined to the HR function – has helped the organization improve retention and development.

The purpose of this paper is to measure the effect of the National Hockey League (NHL) collective bargaining agreement (CBA) of 2005 between the NHL owners and the NHL Players Association, to determine whether competitive balance in the NHL increased after the CBA.

Competitive balance in the NHL was compared between 11 seasons before the NHL Lockout Season in 2004-2005 and 11 seasons after, with a new CBA and a new revenue sharing plan. Competitive balance was measured in multiple ways, within seasons, across multiple seasons, by the margin of victory in individual games, by the concentration of teams winning and playing in the NHL championship, in the correlation of winning percentage of a season with subsequent seasons, and the number of consecutive winning or losing seasons.

There was greater competitive balance after the Lockout Season and the new CBA than before on all of the measures of competitive balance. The NHL has found a management solution to the effective management of a common pool resource and avoided a tragedy of the commons.

While this research builds on previous work which examines the presence of competitive balance in the NHL, it encourages those engaged in labor policy to consider not only the merit of design when negotiating labor policy, but also to explore the impact of policy on organizational outcomes over time.

This paper combines perspectives and insights from multiple disciplines including economists’ ideas about competitive balance in a sports league, ecologists’ ideas about effective management of a common pool resource, and strategic management ideas about management solutions to a sustainability problem.

Despite a large literature on talent management there is very little research on the comparative attitudes of employees in talent pools with those not in talent pools. This is an important omission as employee reactions should influence how effective talent programmes are and how they can be designed and evaluated. Consequently, the purpose of this paper is to explore the work-related attitudes of employees who are members and non-members of talent pools.

Matched samples of employees working in a single public sector, scientific organization were surveyed using a standard survey and open questioning to elicit and compare the voices of included and excluded employees.

Employees in talent pools were more positive about their future prospects than employees outside talent pools who reported feelings of lower support from the organization, stronger feelings of unfairness and had lower expectations of the organization’s interest in them.

More matched-sample studies are necessary to further understand how employee reactions to talent pool membership are mediated by context.

Organizations should consider how employees will react to the design and implementation of talent pools and try to alleviate any adverse reactions. Two threats in particular are the depression of affect among excluded employees and failure to sustain positive affect among the included employees.

This is one of very few studies to explore employee reactions to talent programmes in a single organization. The single-site design controls for a large number of variables that confound inter-organizational studies of talent pool membership.