Index
Marian Thunnissen
(Fontys University of Applied Sciences, Eindhoven, The Netherlands)
Eva Gallardo-Gallardo
(Universitat Politècnica de Catalunya-BarcelonaTech, Barcelona, Spain)
ISBN: 978-1-78714-598-6, eISBN: 978-1-78714-597-9
Publication date: 23 August 2017
This content is currently only available as a PDF
Citation
Thunnissen, M. and Gallardo-Gallardo, E. (2017), "Index", Talent Management in Practice, Emerald Publishing Limited, Leeds, pp. 165-169. https://doi.org/10.1108/978-1-78714-597-920171010
Publisher
:Emerald Publishing Limited
Copyright © 2017 Emerald Publishing Limited
INDEX
Active actor involvement
, 88–89
AMO-model
, 74
“Best fit” model
, 7, 86, 95
Bibliometric analysis
, 16–17, 18–28
affiliations
, 24, 25–26
authorship
, 24, 25–26
journals and quality of journals
, 20, 23–25
national collaboration
, 24–25
number of publications
, 18–20
research design
, 27–28
“Bi-culturals” people
, 56
Boston Consulting Group (BCG)
, 2
British National Health System (NHS)
, 49
Content analysis
, 16–17, 29–40, 42–62
level of analysis
, 28
main topics studied
, 42–56
research context
, 30–35
research population
, 29–30
theoretical foundations
, 35–38
Contextually based HR approach
, 96, 99–100, 103–104
Continuous improvement
, 91–92
Corporate social responsibility (CSR)
, 16, 55
Dynamics in TM
, 95
challenges and dilemmas in TM
, 103–106
dealing with dynamics
, 107–110
internal and external context causing dynamics
, 99–103
splitting up TM process
, 96–99
from static to dynamic view on TM
, 94
Economic organizational goals
, 77
Empirical TM research
, 18–26, 41, 123
Employee wellbeing
, 99
Employment practices
, 75, 86
Enablers
, 81
active actor involvement
, 88–89
clear and value-driven TM strategy
, 82–86
environmental fit
, 89–90
organizational embeddedness
, 86–88
preparation for TM implementation process
, 90–91
European Foundation for Quality Management excellence model (EFQM excellence model)
, 71–72, 73, 81–82, 91, 120
Excellence
, 66–67
key principles at the organizational level
, 76
operational excellence
, 71–73
quest for excellence
, 1–3
Exclusive approach
, 83, 84
External communication stars
, 54
External context causing dynamics
, 99–103
Global talent management (GTM)
, 11, 55–56, 57, 60, 122
approaches and main definitions of
, 58–59
MNCs
, 55, 56
see also Macro Talent management (TM); Talent management (TM)
High-Performance Work Systems (HWPS)
, 73–74, 75
High-performing organizations (HPOs)
, 67–71, 72
HR and fit
cultural fit
, 108
employee perceptions and reactions
, 90–91
environmental fit
, 89–90
first-order fit
, 108
fit with leadership style
, 87
organizational fit
, 107
second-order fit
, 108
strategic alignment
, 87
strategic fit
, 107, 108
third-order fit
, 108
HR attribution
, 106
HRM
, 73
and fit
, 96
HWPS
, 73–74, 75
micro HRM
, 124
and performance
, 73
systematic effects
, 74
theories about
, 118
work practices
, 74, 75
HR process model
, 90, 96
Impact factor (IF)
, 18, 23
Inclusive approach
, 81, 84
Institutional mechanisms
, 100
Instrumental and managerial approach
, 6
Integrated and dynamic TM model
, 114–119
multi-level and broad orientation of model
, 120–121
practice based evidence
, 119
strengths and limitations
, 119–121
Integrated approach
, 66
Integrated TM model
, 76–92
drivers for excellence through TM
, 81–91
systematic learning and continuous improvement
, 91–92
TM outcomes
, 77–81
Intended TM approach
, 101, 102, 104
Internal communication stars
, 54
Internal context causing dynamics
, 99–103
Internal fit
, 107
Learning and innovation
, 73
Macro TM
, 56
Market mechanisms
, 100
Microsoft Excel software
, 16
Multi-level research
, 120
Multinationals (MNCs)
, 7
US MNCs
, 50
Western MNCs
, 45
Nonacademic affiliations
, 26
Nonempirical studies
, 13
One-dimensional approach
, 5
Operational excellence
, 71
EFQM
, 71–72, 73
TQM
, 71, 72–73
Organizational
context
, 95
culture
, 108
embeddedness
, 86–88
fit
, 107
strategy
, 67
Organizational excellence
HPOs
, 67–71
HRM and performance
, 73–75
from individual to
, 66
Perceived practices
, 97
TM practice
, 106
Practice based evidence
, 119
Research context
, 30
articles to region and country of data collection
, 32–34
organizational configuration
, 36
regional context
, 31
region of data collection
, 31
type of organization
, 31
Research design
, 27
mixed-method approaches
, 28
qualitative studies
, 27
quantitative studies
, 27
Research population
, 29
high performers
, 30
high potentials
, 30
Shaping of TM
, 48
balancing local and global approaches
, 51–52
differences between countries and organizations
, 49–50
differences between TM and HRM
, 50–51
Strategic alignment
, 87
Strength-based approach
, 77, 81, 83
Suggestions for future research
, 121
recommendations for research designs
, 121–123
recommendations on content of empirical TM research
, 123–126
Systematic learning
, 91–92
Systematic review
, 13–18
coding scheme
, 17
inclusion-exclusion criteria
, 13–15
literature review stages
, 14
Talent
conceptualization
, 52–54
definition
, 61–62, 82
identification process
, 44
managerial talent
, 61
recruitment
, 44
technical talent
, 61
tensions in defining
, 83
understanding
, 52–54
Talent management (TM)
, 2, 15, 16, 57–60
actual TM practices
, 109
adequate TM implementation process
, 90–91
advancements in academic field of
, 3–5
balancing local and global approaches
, 51–52
challenges and dilemmas in
, 103–106
clear and value-driven TM strategy
, 82–86
conceptualization
, 48, 49–52, 57–58
definition
, 57–62
differences between TM and HRM
, 50–51
implementation
, 90–91
lacunas in academic TM literature
, 5–8
objectives
, 84–85
process
, 96–99
strategy
, 82–86
see also Empirical TM research
Theoretical foundations
, 35–38
careers management
, 37
institutionalism
, 37
knowledge management
, 37
new institutionalism
, 94–95
psychological contract
, 37
resource-based view (RBV)
, 37, 94
social exchange theory
, 37
TM outcomes
, 77
economic outcomes
, 81
employee results
, 78
multi-level multi-value approach
, 81
noneconomic outcomes
, 81
organizational results
, 78
society results
, 78
TM practices
, 42
in Africa
, 48
attraction of talent
, 42, 46
in Australia
, 48
development of talent
, 42, 44
in Europe
, 43–45
identification of talent
, 42
and instruments
, 85–86
in Middle East
, 47
in North America
, 46–47
recruitment of talent
, 42, 44
retention of talent
, 42, 45, 46, 47–48
selection of talent
, 42
in Southern and Eastern Asia
, 45–46
Total Quality Management (TQM)
, 68–70, 71, 72–73
Value-driven TM strategy
, 82–86, 117
“War for Talent”
, 1–2, 3, 8
- Prelims
- Chapter 1 Introduction
- Chapter 2 Mapping the Field: General Description of the Nature of Empirical TM Research
- Chapter 3 Mapping the Field II: An Overview of Main Topics Studied in TM Empirical Research
- Chapter 4 Expanding the View Toward an Integrated Approach
- Chapter 5 Understanding the Dynamics in TM: From a Static to a Dynamic View
- Chapter 6 The Integrated and Dynamic TM Model
- References
- Index