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Talent management (TM) is a crucial strategic issue for global organizations, extending beyond multinationals and big companies to encompass small and medium-sized enterprises (SMEs) and contexts outside the Anglo-Saxon sphere. However, TM in SMEs is still under-researched, with a lack of studies and evidence on TM determinants and TM in practice. This study explores, using the lens of institutional theory, how talent philosophies and a combination of institutional factors shape TM in French SMEs, highlighting the interplay between these elements within the specific context of French SMEs.

Given the limited knowledge about TM determinants in SMEs and the need to uncover and understand the phenomenon investigated, this study is exploratory in nature and lends itself to a qualitative research approach. In-depth semi-structured interviews with 27 CEOs, managers, TM and HR managers across 15 SMEs in France provided a comprehensive cross-industry perspective.

The study reveals that talent philosophies in French SMEs are predominantly inclusive and development-oriented, influenced by institutional factors such as the cultural logic of proximity and personalization, state support mechanisms like the Fonds Unique Interministériel (FUI) and legal frameworks that emphasize equal opportunity. Organizational elements like size and proximity foster a community-focused, egalitarian TM approach, while ownership and vulnerability lead to a reactive and informal TM strategy. The study presents a model that links these determinants to the specific TM approaches observed in French SMEs, illustrating how institutional factors like centralized control and egalitarianism shape TM practices.

This paper highlights the need for more empirical studies on talent philosophies, institutional and organizational factors not only in SMEs but also in comparison with multinational enterprises (MNEs), through institutional theory. Particular attention should be paid to the homogenization of SME sizes based on their level of establishment.

This study extends studies on TM determinants in SMEs, from the perspective of talent philosophies, utilizing insights from French institutional theory. It is also among the few and new studies to highlight contextual issues of TM as well as how TM is practiced depending on internal and external factors.

Talent management can provide an organization with a competitive advantage. However, little is known about how human resource practices pertaining to talent management drive positive outcomes. Drawing on social exchange theory, this study investigates the effect of talent management practices usage on employee commitment and intention to leave. Integrating social exchange theory and the theory of met expectations facilitated predicting the mediating role of perceived career growth in the talent management practices usage-employee outcomes relationship.

Data were collected using a survey from 268 employees from eight organizations from the financial and services industries in Jordan.

Talent management practices usage has a significant direct positive effect on employee commitment but no direct effect on employees’ intention to leave. Further, there is pioneering evidence that perceived career growth mediates the following relationships: talent management practices usage and commitment and talent management practices usage and intention to leave.

The study provides unprecedented evidence of the effect of TM practices usage on employee outcomes and the role of perceived career growth in the TM practices usage-employee outcomes relationship from an underexplored context of Jordon. Our research results contribute to theory development in TM by supporting, extending and integrating social exchange theory and the theory of met expectations.

The purpose of this paper is to contribute to a grounded understanding of how mobility impacts talent designation and with what consequences.

An exploratory qualitative case study was conducted of a global medical technology corporation, based on interviews with HR managers, line managers and non-managerial employees.

The findings illustrate that mobility plays a significant role in how employees are assigned talent status, and that mobility manifests and impacts talent designation through two types – geographical and lateral mobility. Mobility is not determined based on abilities and competencies, but rather on an employee’s overall personal situation, including age, family status and relationship status. Two main practices emerged through which these determinants were decided: direct questioning and guesswork. The consequences that follow are that individuals are left with little room to influence their own talent situation, and that there is a risk of discriminatory and exclusionary consequences arising.

The study makes two main contributions. First, it provides a more nuanced understanding of how talent designation unfolds in practice, showing that performance and potential alone cannot explain the process and emphasizing the consequential role of mobility. Second, it contributes with knowledge about the consequences of basing talent designation heavily on mobility. Individual employees are left with significantly less room for enacting agency and playing active roles in relation to TM than has been suggested. Added to this are the potential discriminatory and exclusionary consequences.

The purpose of this paper is to propose a new vulnerability to income and multidimensional poverty estimation index (VIMPI). This index is designed to measure the likelihood of individuals falling into and remaining in poverty.

The paper introduces a new methodology that integrates the concepts of the well-being gap, individual and indicator-specific weighting, and vulnerability. This approach is simple to apply and accurately measures vulnerability with less susceptibility to measurement error and outliers. The index satisfies all poverty and vulnerability axioms, including transferability and monotonicity. The newly proposed method has been applied to Namibian and Ghanaian data and compared with similar techniques.

The results showed that Ghana's vulnerability to income and multidimensional poverty was 37.9% and 56%, respectively. Of the 37.9% of vulnerable individuals, 23.4% were at risk of falling into poverty, while 14.57% were at risk of remaining in poverty. These findings demonstrate the effectiveness of VIMPI in accurately estimating vulnerability to poverty and its potential to inform targeted policies to alleviate poverty.

This paper proposes a new methodology to estimate vulnerability to income and multidimensional poverty.

Working arrangements’ hybridity has become paramount, particularly after the coronavirus disease 2019 pandemic. A remote working environment has indubitable advantages (e.g. the ability to work from anywhere and at any time). However, such flexibility comes at the cost of being virtually always connected. This duality poses challenges for talent management (TM) in determining who can thrive under these specific conditions and how. This study explores how employees respond to this extended connectivity – namely, work connectivity behaviour after-hours (WCBA) – and its influence on proactive talent behaviour by constructing and testing a theoretical model that differentiates employees’ reactions to this condition.

This study collected data from 400 mainland Chinese employees using online and offline methods. Owing to the potentially varied effects of working in digital environments on employees, a dual mediation regression model was employed to test the hypotheses.

Remote and hybrid work and, specifically, the increased connectivity experienced by employees can be a “double-edged sword” in influencing their proactive behaviour (PB). While employees experience increased organisation-based self-esteem, which positively correlates with more intense PB, this prolonged exposure may also cause emotional exhaustion (EE), which has a negative correlation with PB. Jointly considering both mediation effects revealed that WCBA’s total effect on PB remained negative.

This study enriches the debate regarding the development of TM practices specifically designed for remote work. It recommends paying greater attention to how employees react to increased connectivity experienced in remote and hybrid working environments. Increased self-esteem or passive EE are possible elements for identifying employees’ talent potential. The separation between work and after-work is becoming blurred in the digital age, which reduces employees’ motivation and ability to exploit their inner talents. Therefore, organisations must find alternatives to preserve their talent pools. This study enriches theoretical research on WCBA, promoting an in-depth application of the theory of job-demand resources in the digital age.

The purpose of this study is to add to the currently limited research on individual level people analytics (PA) adoption by focusing on a vital resource in the implementation of PA, namely the technology used for PA. We draw on the unified theory of acceptance and use of technology (UTAUT) to examine antecedents of the use of technology for PA.

This study uses latent profile analysis to examine how different antecedents of PA (technology) adoption jointly act among 279 users of a specific PA technology.

This study identifies four user profiles, that we labeled the skeptic diplomats, the optimistic strugglers, the optimists, and the enthusiasts. These profiles relate to differences in user satisfaction and the frequency and versatility of PA technology use. This study demonstrates that performance benefits, social influence, required effort, and facilitating conditions jointly affect the use of PA technology, but that the latter two might be the most influential factors.

This study offers recommendations to practitioners and organizations on which actions by managers and the organization can be taken to support the use of PA technology.

Compared to previous research, we take a different approach by applying latent profile analysis to examine the combined effect of antecedents on user behavior and user satisfaction. In addition to a different analytical approach, we also extend existing research on individual PA adoption by focusing on actual behaviors and behavioral intention.

The purpose of this paper is to examine the role of societal and organisational culture on talent management (TM) within the Greek hospitality and tourism (H&T) industry. Specifically, this study tests societal culture’s effect on TM approaches and the mediating role of organisational culture.

In this quantitative study, the questionnaire sample included employees of all hierarchical levels from three hotels located in northern, central and southern Greece (n = 188). Data analyses were carried out by using the PROCESS Version 4 macro in SPSS.

The results show that neither societal nor organisational culture are decisive factors in impacting the perceived TM approach. This might be due to the organisations imitating other firms without pre-establishment of societal and organisational fit.

This study emphasises TM’s alignment with both societal and organisational culture. Given the context-specific nature of TM, achieving culture fit can enhance talent acquisition, retention and engagement, ultimately leading to improved talent and overall organisational performance.

This study integrates more centrally a cultural lens into the TM discourse. It provides empirical evidence of TM approaches in the Greek H&T industry, drawing on a multi-stakeholder sample including managers and talents.

The study aims to investigate innovation capability as a mediator in the relationship between talent management (TM) and entrepreneurial firm performance in Micro, Small and Medium Enterprises (MSMEs) in Thailand based on employer perceptions.

A questionnaire survey was completed by 674 MSMEs in Thailand, both directly and online. Four hypotheses were tested using structural equation modelling (SEM).

The results demonstrated that TM has a significant and positive influence on innovation capability, but no evidence was found for a positive relationship between TM and entrepreneurial firm performance. However, innovation capability positively influences entrepreneurial firm performance, and it fully mediates the positive relationship between TM and entrepreneurial firm performance. These results suggest that TM can enhance entrepreneurial firm performance if it is implemented with effective innovation capability.

The SEM model was employed with a limited number of enterprises, so the sample cannot represent the full population, as there are more than three million MSMEs in Thailand. More countries and factors should be incorporated into the model.

The owner-managers and HR practitioners of MSMEs can utilise the study results to develop talent strategies and innovative interventions that will enhance their firm’s performance.

This study thus aims to strengthen the capacities of MSME entrepreneurs and policymakers to elevate inclusive innovation capability in MSMEs and to also accelerate progress towards the Sustainable Development Goals (SDG); innovation is one of the three important aspects of SDG9.

The study contributes by filling the research gap related to TM in the MSME business and enterprise development literature, and it aids in creating innovation capability to increase effective investments in TM.

This article aims to examine whether the organizational changes brought about by digital transformation (DT) -such as a new organizational culture, new leadership and new business models-influence talent management, with the latter being seen as one of the major challenges facing companies in their process of digital transformation.

Using a quantitative methodology, a survey was applied to 314 companies in order to analyze the results of their talent management in the DT process. DT is not only digitalization as demonstrated in this study. Talent management is the key piece that can facilitate or block achieving high levels of digital maturity.

The study finds that the changes brought about by DT impact talent attraction, talent retention, and talent management in general, and also shows that digital transformation does not depend on digitalization, but rather that talent management is the key to either helping or preventing high levels of digital maturity being achieved.

The originality of this work lies in examining the influence of the changes that DT entails in talent management.

Human resource analytics (HRA) is an HR activity that companies and academics increasingly pay attention to. Existing literature conceptualises HRA mostly from an objectivist perspective, which limits understanding of actual HRA activities in the complex organisational environment. This paper therefore draws on the practice-based approach, using a novel framework to conceptualise HRA-as-practice.

The authors conducted a systematic literature review of 100 academic and practitioner-oriented publications to analyse existing HRA literature in relation to practice theory, using the “HRA-as-practice” frame.

The authors identify the main practices involved in HRA, by whom and how these practices are enacted, and reveal three topics in nomological network of HRA-as-practice: HRA technology, HRA outcomes and HRA hindrances and facilitators, which the authors suggest might actualize enactment of HRA practices.

The authors offer HR function and HR professionals a basic ground to evaluate HRA as a highly contextual activity that can potentially generate business value and increase HR impact when seen as a complex interaction between HRA practices, HRA practitioners and HRA praxis. The findings also help HR practitioners understand multiple factors that influence the practice of HRA.

This systematic review differs from the previous reviews in two ways. First, it analyses both academic and practitioner-oriented publications. Second, it provides a novel theoretical contribution by conceptualising HRA-as-practice and comprehensively compiling scattered topics and themes related to HRA.