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The primary purpose of this study was to identify and conceptualize talent management (TM) functions by combining management and human resources functions, based on a rigorous, in-depth literature review. The secondary purpose was to identify the most common TM strategies and classify them in terms of TM functions to provide a more systematic foundation for the concept of TM.

A systematic literature review supported by qualitative content analysis was used to determine the main TM strategies in the current literature and to classify them under basic TM functions.

This study identified seven core TM functions that were previously addressed in the TM literature but not labeled and conceptualized as TM functions. These seven core functions (talent planning, talent identification, talent attraction, talent acquisition, talent development, talent deployment and talent retention) structure the TM system, influence each other and operate as a cycle through their respective strategies in identifying, formulating and achieving business objectives (e.g. enhanced firm performance and sustainable competitive advantage). The findings also indicate that talent retention strategies were the most discussed topic within this field between 2006 and July 2022, followed by talent planning and talent development strategies.

TM is still a young and developing field that needs more conceptual work for its development and recognition as a discipline. To the best of the authors’ knowledge, this unique study is one of the first attempts to comprehensively define TM functions and offer a framework for the detailed and systematic classification of TM strategies under seven core TM functions. This framework makes clear the multidimensional concept and system of TM and reveals, through the notion of TM functions, the main lines and structural factors necessary to implement the strategies effectively. Based on the strategies presented in this study, TM is an important source of ideas for organizations that want to implement TM and provides a bench-marking tool for organizations that are currently implementing TM.

The European Union's Emissions Trading System (EU ETS), which is already one of the EU's most impactful instruments for reducing greenhouse gases (GHGs), will soon include the maritime transport industry. Although ports are this industry's most environmental-friendly component, there are still some barriers to including ports in the system. Therefore, the purpose of the study is to identify these barriers and to reveal the barriers' interrelationships.

The study was conducted by identifying barriers from a literature review before analyzing the barriers with the Fuzzy DEMATEL method. Finally, based on the Complex Adaptive System Approach, various solutions are proposed to overcome these barriers.

The identified barriers were grouped into cause-and-effect groups. Two barriers, namely long payback period and high investment costs, were evaluated as triggers of the model while the others were more sensitive to the model.

This study only includes the perceptions of green certificated ports in Türkiye. The results revealed an expectation that elimination of financial concerns will alleviate other barriers to including ports in the system. The study's findings can guide port managers on the integration of the managers' processes into the system.

This study provides novel findings regarding the relationships between barriers hindering ports from involvement in the EU ETS.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper identified and conceptualized various talent management strategies that can help firms gain a competitive advantage.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Researchers identified seven core talent management functions. They were talent planning, talent identification, talent attraction, talent acquisition, talent development, talent deployment and talent retention. The authors found that they influenced each other and operated together to identify, formulate and achieve organizational goals

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Considering the human factor, the quality of the personnel is vital to ensure especially the value creation in the ports. Therefore, employee quality stands out for withstanding the pressures that stem from global trade on its operational speed felt by ports in recent years. Accordingly, the selection of the qualified personnel at the ports is very critical and a tool based on dynamic capabilities is needed to manage this process well. The aim of this study is to develop a model based on dynamic capabilities for recruitment process of ports.

Port personnel should have dynamic capabilities detected from the literature. These capabilities were approached as criteria. In this study, Buckley's proposed fuzzy analytical hierarchy process (AHP) method was employed for weighting the whole criteria. After that, weights of the criteria were used to prioritize alternatives with the fuzzy TOPSIS method.

This model reflects port managers' priorities and port customers' evaluations. Thus, the model can also reflect the level of integration of ports' related department managers into the recruitment process. The analyses allow the evaluation of the attitudes of the human resources department in the related port while fulfilling the personnel recruitment function. As a result of analyses, differences between perceptions of port managers and customers served as a feedback to the human resource management department of the ports.

One of the originalities of this study was derived from its customer-oriented perspective. This is a unique study that gathers common personnel capabilities related to the operation, planning and customer relationship departments and evaluates the success of these capabilities from the customer perspective.

Ports are the key elements of maritime transportation, which is crucial for world trade. Approximately 180 port facilities are located in Turkey. After 2007, 5 of the ports, which are formerly owned by Turkish Republic Railways Administration (TRRA), are privatized. The aim of the study is to evaluate the performance of these privatized ports by multi-criteria decision-making (MCDM) approach.

The application process is performed by a MCDM model. This model includes both criteria (dry bulk, liquid bulk, general cargo, container, RO-RO capacity, total port area, total berth, total berths length and depth) and alternatives (Mersin, Samsun, Bandirma, Iskenderun and Derince Ports). It determines the weights of the criteria by entropy and ranks the alternatives by ARAS and Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) methods.

The results of entropy, ARAS and TOPSIS methods are compared. According to these results, “container” is the most important criteria while Mersin port has the best performance.

In the literature, most of the studies about this subject were analyzed by data envelopment analysis (DEA) and there are no studies had been taken into consideration ports that are owned by TRRA, in Turkey. Moreover, few of these studies used integrated MCDM models, and this is the first study that integrates entropy, ARAS and TOPSIS methods in this field.