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This study aims to predict China's carbon emission intensity and put forward a set of policy recommendations for further development of a low-carbon economy in China.

In this paper, the Interaction Effect Grey Power Model of N Variables (IEGPM(1,N)) is developed, and the Dragonfly algorithm (DA) is used to select the best power index for the model. Specific model construction methods and rigorous mathematical proofs are given. In order to verify the applicability and validity, this paper compares the model with the traditional grey model and simulates the carbon emission intensity of China from 2014 to 2021. In addition, the new model is used to predict the carbon emission intensity of China from 2022 to 2025, which can provide a reference for the 14th Five-Year Plan to develop a scientific emission reduction path.

The results show that if the Chinese government does not take effective policy measures in the future, carbon emission intensity will not achieve the set goals. The IEGPM(1,N) model also provides reliable results and works well in simulation and prediction.

The paper considers the nonlinear and interactive effect of input variables in the system's behavior and proposes an improved grey multivariable model, which fills the gap in previous studies.

The study aims to present an insight into the research landscape of Library and Information Science (LIS) by India using a bibliometric visualization tool. The study analyses the research growth and trends, highly cited articles, productive publication titles, institutional and country collaboration.

The data were downloaded from the Web of Science Core Collection for a period of 20 years and analysed through VOSviewer, a data visualization software.

The results indicate that the overall annual contributions are increasing, although with uneven and slow growth from 2001 to 2014. However, the highest contributions and impact is witnessed over the past few years. All the top 10 cited papers are related to the area of information processing and management. The visualization technique made it clear that the area of research has made a transition from traditional concepts of library and information to novel ones involving big data, machine learning, altmetrics, etc. Also, the Indian Institute of Technology System, the Council of Scientific and Industrial Research and the Indian Institute of Management System have made the highest contributions. Furthermore, India shares maximum collaborations with the USA, followed by England and China.

The findings of this study would help readers to gain understanding about the contribution of India for the development of the LIS. It would also help researchers to identify the hotspots and left out areas of research in the Indian context that require further investigation, thus would help in policy decisions and future research. Furthermore, researchers will be sensitized about the network visualizations that can also help them to get connected with the peers. The study can also help the journals to recognize the trending topics, which will provide the researchers with the opportunities to work on the same. Funding agencies can also be benefitted by the findings of the current study as they will be informed about the research areas which need to be funded.

There are not many research studies that highlight the research trends in the area of LIS from India and visualize the collaboration among institutions and countries. The study tries to showcase the research trends and collaborative frameworks in the field of LIS in terms of network visualization.

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.

Emphasizing the increasing role of talent management (TM) as a global phenomenon and a source of sustainable competitive advantage for organizations, this study aims to present a scoping review of empirical literature on TM, examining the transition of TM from a phenomenon-driven to a theory-driven field.

Using a scoping review, this study analyzed 200 empirical studies published between 2010 and 2023 on TM.

The results indicate that TM is extensively studied in nationally operated, large, private, engineering-led organizations in Anglo-Saxon countries. The study highlights the necessity for more empirical studies and statistically robust evidence to establish the effectiveness of TM.

This review intends to provide a vision and direction for future researchers, guiding TM towards becoming a theory-driven field characterized by widely accepted theoretical frameworks and research designs.

The findings of this study may not be generalizable to other types of organizations or cultural contexts, as it primarily focused on large private engineering-led organizations in Anglo-Saxon countries.

This paper offers a comprehensive view of the definitions, contextualization, conceptualization, frameworks, practices, processes and under-explored areas of TM, which are essential for its development as a discipline.

Today, companies are struggling to develop their human resources analytics (HRA) capability, although interest in the subject is rapidly increasing. Furthermore, the academic literature on the subject is immature with limited practical guidance or comprehensive models that could support organisations in the development of their HRA capability. To address this issue, the aim of this paper is to provide a maturity model – i.e. HRAMM – and an interdependency matrix through which an organisation can (1) operationalise its HRA capability and assess its organisational maturity; (2) generate harmonious development roadmaps to improve its HRA capability; and (3) enable benchmarking and continuous improvement.

The research described in this paper is based on the popular methodology proposed by Becker et al. (2009) and the procedure for maturity evaluation developed by Gastaldi et al. (2018). This method combines academic rigour and field experience in analytics, in a process spanning eight main phases that involves literature reviews and knowledge creation techniques.

We define HRA maturity through four areas and 14 dimensions, providing a comprehensive model to operationalise HRA capability. Additionally, we argue that HRA maturity develops through an evolutionary path described in four discrete stages of maturity that go beyond traditional analytics sophistication. Lastly, the interdependency matrix reveals specific enablers for the development of HRA.

This paper provides practitioners with useful tools to monitor, evaluate and plan their HRA development path. Additionally, our research helps practitioners to prioritise their work and investment, generating an effective roadmap for developing and improving their HRA capability.

To the best of the authors’ knowledge, this study is the first to provide a model for evaluating the maturity of HRA capability plus an interdependency matrix to evaluate systematically the prerequisites and synergies among its constituting dimensions.

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 (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.

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.

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.