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The purpose of the paper is to afford a comprehensive conceptualization and operationalization of the construct of talent management through an inclusive exploration of conceptual clarifications for existing confusions while developing a complete measuring instrument.

The archival method was adopted together with a systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has encircled published research articles between 1982 and 2023 in the human resource management (HRM) arena. A total of 130 articles were initially scrutinized, and 106 were systematically reviewed to conceptualize, operationalize and explore clarifications for confusions and instrument development for talent management.

This study explored conceptual clarifications for existing confusions towards talent management while recognizing definitions that come under the main philosophical schools for the underlying concept of talent. A novel practical definition has been established for talent management while recognizing dimensions, and then certain elements. A comprehensive instrument has been developed to measure talent management.

This study is limited to instrument development in measuring talent management; nevertheless, there is an enormous scope for using the instrument to empirically measure talent management through organizational and employees perspectives linked to diverse global contexts in future studies.

The developed comprehensive instrument is a vibrant contribution to future investigations related to empirically measuring talent management associated with organizational and employee perspectives related to diverse global contexts in winning “war for talent.” This study endows a significant input to the whole frame of HRM knowledge as it resolves existing conceptual ambiguities towards talent management while defining and operationalizing it.

Talent management research today is increasing as organizational requirements attempt to meet the challenges of effectively managing talent to achieve organizations’ strategic agendas. However, in learning organizations specifically, investigations of talent management practices are limited, with this study exploring the role of talent management practices in employee satisfaction and organizational performance in Pakistan.

The study was conducted in various universities (public and private) in Pakistan using a quantitative approach. Cross-sectional data are collected through a questionnaire, with analysis and conclusions based on completed questionnaires from 403 respondents.

The study’s findings from the analysis by structural equation modeling (SEM) emphasize the positive and significant effects of most talent management practices (i.e. talent identification, talent development, talent culture and talent retention) on employee satisfaction and organizational performance (talent attraction is the exception). Employee satisfaction positively and significantly affects organizational performance and is found to have a mediating effect, bridging the relationships of most talent management practices (talent identification, talent development, talent culture and talent retention) with organizational performance.

The study’s findings support human resource professionals, academics and policymakers in managing talent practices to enhance organizational performance. The findings assist in developing core skills and talent-related competencies to achieve organizational goals and success.

The study fills the research gaps by developing a framework of talent management practices for employee satisfaction and organizational performance in learning organizations, which warrants further consideration.

The purpose of this paper is to provide a comprehensive framework that identifies thematic clusters and their interconnections within Global Talent Management (GTM), global careers and talent management (TM).

In this paper, this study conducted a co-citation analysis using bibliographic data to unveil the intellectual connections and relationships among thematic articles related to GTM sourced from the Web of Science.

This review highlights three key research themes: experiences working abroad, TM approaches and the complex nature of GTM as a living system.

The main limitation of this research is the sample itself. Content analysis based on the co-citation method resulted in some more recent releases being omitted.

The practical implications of the paper include providing a structured framework for understanding the complexities of GTM.

Research into the academic literature in this area is divided into various clusters, empirically demonstrating how GTM and global mobility are intertwined, revealing the need for us to more thoroughly comprehend the social ramifications of GTM practices and activities and the need to further analyse the influencing social aspects in a GTM strategy, like diversity, increased mobility and virtual reality.

The analysis revealed the emergence of three distinct thematic groups: (1) global work experiences, (2) TM approaches and (3) GTM.

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.

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.

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.

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.

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.

The purpose of this research is to study the impact of talent management practices on organizational resilience in Tunisian firms in times of the sanitary crises due to COVID-19.

A hypothetico-deductive approach is adopted. First, it is hypothesized that four talent management practices positively affect organizational resilience. Then, the hypotheses were tested by using quantitative methods. Data were collected through questionnaires and analyzed with PLS-SEM techniques.

Results show that talent identification positively affects organizational resilience operationalized through the three dimensions of agility, integrity and robustness. Talent development and talent succession planning positively influence the firms' agility only, whilst talent retention had no effect on the three organizational resilience dimensions.

The findings of this research may be helpful for human resources managers to recognize among talent management practices those that are mostly associated with organizational resilience and its dimensions. This could help them revise some talent management practices and implement those that are lacking to ensure strong and resilient firms, especially in a context characterized by the occurrence of crises of different natures.

The literature review showed that talent management practices and organizational resilience relationships are understudied. This research empirically highlights the relevance of the linkage between them. It contributes to the rare existent works by identifying a significant effect of talent identification on all organizational resilience dimensions and a positive effect of talent development and succession planning on agility.

This paper aims to specifically analyse the extent to which talent management practices in the post-COVID-19 era differ from those before the pandemic in the extreme work context of Egyptian hospitality sector.

The study uses an exploratory qualitative research approach where semi-structured interviews were conducted with 30 full-time employees working at hotels in Sharm El-Sheikh (Egypt). Moreover, thematic analysis was undertaken on the interview transcripts.

The findings revealed that in the post-COVID-19 era, the case hotels exclusively use the inclusive talent management approach, in which all staff are recognised by the management as talents with the same workplace privileges. This approach helped to mitigate the negative influences caused by the COVID-19 pandemic. Moreover, the findings highlighted the criticality of competencies such as multitasking along with in hospitality sector employees in relation to extreme context necessitated by COVID-19. The findings further established that when facing extreme events, such as COVID-19, a shift in training activities towards activating positive mental health and effective shock management among employees is also needed. This study found that organisational support and continuous learning play a vital role in individual employees’ resilience development, which also helped in retaining them.

This paper is one of the pioneering empirical studies on the relationship between talent management practices in extreme contexts and the influences of global disruptions resulting from COVID-19. Moreover, it is one of the few studies to specifically undertake a comparative assessment of the differences in talent management practices pre- and post-COVID-19 time period in the hospitality sector. The study findings contribute to multiple literature streams including extreme context, hospitality, human resource management and transaction stress model.

The aim of this study is to shed light on the talent management practices in the unique context of seasonal work in professional kitchens. Acknowledging that in the context of seasonal work in the hospitality industry it is rather difficult to rely on mainstream strategic talent management practices (e.g. training and development), the authors draw on resource orchestration, an extension of the resource-based view and propose a conceptual model of talent management tactics that could potentially increase seasonal employees’ likelihood of returning to the same employer.

Given the uniqueness of the context of this study and the dearth of prior relevant research, this study uses a grounded theory approach. Specifically, this study analyses and draws conclusions from 25 interviews with employees in commercial kitchens.

This study develops a “talent orchestration model”, which places emphasis on management of talented employees across three dimensions: structuring, leveraging and developing talent.

Extant literature in human capital management focusses mostly on the development of human capital, but the results place more emphasis on using or leveraging human capital.

This study moves beyond the well-researched context of hotels and focusses on talent management behind closed doors as in the case of kitchen chefs and, drawing on resource orchestration, this study further examines talent management practices with shorter time frame targeted on seasonal employees.

The success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated with organizational performance. Employer branding is an outcome activity that helps organizations show their strength to attract and retain talent. Talent management practices are mostly essential in the current context for retaining talent. This study aims to explore and identify the contributing factors in efficient talent management and to examine whether the factors contributing to employer branding differ concerning different demographic profiles of the employees for information technology organizations.

Data were collected from 617 adult participants using an 85-item questionnaire on talent management comprising 25 domains, developed for the present study.

Principal component analysis of the data indicated that 20 different factors make an impact in developing strong talent management practices. Three broad areas were identified, namely, personal benefits and growth, transparent organizational culture and social commitment of the organizations.

Present research has not taken care of few other factors associated with the organization where employees’ retention gets adversely effected such as evaluation of performance and compensation management, training and development, etc. So, future research can be conducted these areas. These aspects are also required to be incorporated in future research.

Several implications of the present research can be presented in the following areas. It is found in the present research that the effectiveness of the talent management system mostly depends on personal benefits and growth, organizational culture and climate and the organizational out. Apart from the academic implications of the present research, practical implications of the present study cannot be ignored. The components and elements of the talent management in the perspectives employer branding can also appropriately applied by the organizations.

The contribution of the study lies in exploring and identifying three important aspects of the organization in talent management. Findings will have implications for different organizations in understanding, developing and implementing policies related to employer branding and talent management.

The purposes of this study are to (i) systematically review the state of the existing research of talent management (TM) in emerging markets and its connections with firm performance; (ii) recap the results in an integrative and multidisciplinary framework and (iii) recognize potential research contradictions and gaps that offer avenues for future study.

In this study, the authors apply a systematic literature review (SLR) methodology to review 31 peer-reviewed articles published in highly ranked journals (ABS journals list – ranking 3, 4 and 4*) over more than two decades.

This review shows that the state of the current research of TM in emerging countries and its connections with firm performance is characterized by complexity and fragmentation within the different countries investigated. This review summarizes and highlights five central categories of TM in emerging markets. In order to ensure that the field of research investigated continues to be relevant to diverse constituents, the authors incorporate the various prominent research perspectives into an integrative framework structured at macro (economies/countries), meso (industries) and micro (individuals/organizations) levels.

This research provides guidance for chief executive officers, chief financial officers and human resource directors in emerging countries to develop TM within their organization in order to capture its relevant aspects, from a strategic (purposeful and competency modeling), organizational (talent planning and career track planning) and financial point of view (remuneration policy and firm performance).

The authors offer a first holistic overview of the features of TM in emerging markets and also introduce firm performance. The authors present an integrative multidisciplinary framework that can serve as a starting point of a summary of areas covered by the literature. Finally, the authors identify several knowledge gaps, emerging topics and limitation of current research, through which ideas for future investigations are offered.

The paper aims to clarify the relationship between problem-solving skills and socialization of first-year university students and propose talent management strategies for university management, course instructors and administrators. Thus, this paper identifies three student clusters among the first-year bachelor students. This paper aims to propose a talent management framework and makes recommendations for course instructors and administrators.

In this paper, a Simulated Work Experience is applied to collect data on problem-solving skills and demographics of first-year business students. Based on the anonymous competency and demographic data of 546 students, 3 clusters were identified with a hierarchical K-means clustering method and linked with talent management and curriculum design strategies.

The paper provides empirical insights about how the demographic background of the first-year students affects the students' problem-solving skills. This paper identifies three clusters – laggers, unpolished diamonds and drivers – and proposes a talent management framework to support the students' personal and professional development. The proposed talent management framework is based on the direction of upskilling and type of talent management incentives and outlines four distinct categories: extracurricular reward, tutoring and catching up, perform-or-punish and up-or-out systems. This paper makes suggestions to course administrators and instructors how to incorporate talent management and competency mapping aspects into the curriculum and syllabus design activities.

The research is limited to problem-solving skills and focused only on first-year business students.

The paper includes practical implications for business school management, course administrators and instructors about competency mapping, talent management strategies, curriculum and syllabus design.

The research is based on the competency mapping of 546 first-year students at Budapest Business School. The data were collected via a Simulated Work Experience, where the students were participating in a virtual business project.