Xin Chuai, David Preece and Paul Iles
The purpose of this paper is to explore whether talent management (TM) practices are fundamentally different from traditional approaches to human resource management (HRM) and…
Abstract
Purpose
The purpose of this paper is to explore whether talent management (TM) practices are fundamentally different from traditional approaches to human resource management (HRM) and whether TM in China is an element of the struggle by those in the human resource (HR) profession to improve its credibility and status.
Design/methodology/approach
Case studies are the main method of collecting data. These are supplemented by documentary analysis. Four in‐depth case studies were undertaken in Beijing. The target organizations were chosen from the information technology, health care and education sectors. The interviews were semi‐structured and were conducted with a range of stakeholders in each organization, including at least one HR specialist (normally, the senior HR professional, senior and functional managers as well as non‐managerial staff. In addition, interviews were also conducted in three management consulting firms regarded as being at the cutting edge in order to explore the orientation of such firms to the TM phenomenon.
Findings
TM emerges as being different from traditional HRM, incorporating new knowledge rather than being a simple repackaging of old techniques and ideas with new labels. Therefore, TM should not be seen simply as “old wine in new bottles” with respect to the case of China. In addition, this study challenges the idea that TM is yet another struggle by HR professionals to enhance their legitimacy, status and credibility within their organizations.
Research limitations/implications
This study concerns itself with only well‐established and recognized multinational corporations in Beijing. There might be different conclusions for the other types of enterprises.
Originality/value
This paper offers new research on TM in China.
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Talent management (TM) is underdeveloped and TM recognition is unclear in the context of Chinese private‐owned enterprises (POEs). As talent definition is the basis of TM…
Abstract
Purpose
Talent management (TM) is underdeveloped and TM recognition is unclear in the context of Chinese private‐owned enterprises (POEs). As talent definition is the basis of TM practices, the purpose of this paper is to explore talent definition and TM recognition in the context of Chinese real estate POEs, in order to explore how Chinese cultural context and POEs' characteristics influence talent definition and TM recognition.
Design/methodology/approach
In total, 27 semi‐structured interviews were conducted in three case study companies.
Findings
Based on qualitative analysis, the paper finds talent definition is influenced by the important Chinese cultural factor “guanxi” and is quite different from existing Western TM literature. TM recognition is also influenced by the Chinese POEs' operation characteristics.
Originality/value
The paper finds a new talent definition criterion, “guanxi”, and identifies TM recognition in the context of Chinese POEs. The paper thus contributes to TM literature in China.
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Lydia Qianqian Li, Katherine Xin, Vlado Pucik and William X. Wei
This paper aims to propose practical recommendations in accordance with the strategic roles played by research and development (R&D) in multinational companies (MNCs).
Abstract
Purpose
This paper aims to propose practical recommendations in accordance with the strategic roles played by research and development (R&D) in multinational companies (MNCs).
Design/methodology/approach
This study applies a qualitative method to investigate the talent management (TM) practices implemented in MNCs’ R&D units.
Findings
The findings identify four R&D strategies and four sectors of TM practices. Furthermore, there exists an alignment between R&D strategies and TM practices.
Research limitations/implications
This paper has several limitations. This qualitative research is exploratory, and larger samples or quantitative methods are needed to ensure the wider applicability of the findings. When possible, longitudinal studies yield superior results in revealing the evolving strategic roles of R&D subsidiaries and their TM practices. The authors used China as the research context, and similar studies in other emerging countries with active R&D activities are required to further validate or complement the findings in this study.
Practical implications
This study has some practical implications for companies with regard to aligning their TM practices with R&D strategies.
Originality/value
R&D units play an increasingly significant role in MNCs and TM is a key issue. However, there is a lack of TM research focusing on R&D employees by taking strategies into account.
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Enrico Battisti, Elvira Anna Graziano, Vijay Pereira, Demetris Vrontis and Apostolos Giovanis
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Practical implications
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).
Originality/value
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.
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Lenna V. Shulga and James A. Busser
The purpose of this paper is to critically assess the state of substantive, methodological and conceptual development of talent management (TM) within hospitality and business…
Abstract
Purpose
The purpose of this paper is to critically assess the state of substantive, methodological and conceptual development of talent management (TM) within hospitality and business research and to identify gaps, examine debates and provide hospitality research direction.
Design/methodology/approach
After identifying 545 articles from 22 peer-reviewed journals from Google Scholar using “talent management,” only articles directly related to TM (n = 149) were analyzed using the validity network schema (VNS). The advantage of the VNS approach is in-depth analysis of the three research domains – substantive, methodological, and conceptual – and evaluation of the pathways between domains emerging in a unique hospitality TM perspective.
Findings
Substantive domain TM discourse analysis identified 12 general and 5 hospitality-related topics. The resulting research framework depicted how global trends, organizational, employee-specific factors and organizational-management tactics affect (1) organizational, (2) personal, (3) societal, and (4) customer outcomes. Methodological domain analysis revealed business TM research in the mature stage, while hospitality TM research is in the embryonic stage of development. TM researchers predominantly used observational, descriptive and industry-specific data, advancing the field with associated research frameworks. Conceptual domain analysis uncovered opportunities to advance theoretical foundations and test causal relationships.
Originality/value
VNS analysis identified the importance of conceptual, methodological and substantive domains of TM research. The comprehensive TM research framework was proposed with eight research pathways to guide future hospitality studies. This paper advances the unique hospitality industry-specific scholarship and practice, focused on employee well-being rather than solely organizational gain.
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The purpose of this paper is to review some uncertainties experienced by a group of CEs, and how they are assuaged through their participation in an executive development (ED…
Abstract
Purpose
The purpose of this paper is to review some uncertainties experienced by a group of CEs, and how they are assuaged through their participation in an executive development (ED) programme. These uncertainties relate both to their involvement in the programme as such, particularly during their early days of membership, and to their everyday work experience.
Design/methodology/approach
An in‐depth, longitudinal case study of an ED programme undertaken by the authors, using participant observation, semi‐structured interviews and documentary analysis.
Findings
Five main CE uncertainties are identified: knowledge, job/career, behavioural, personal, and contextual. The case study section of the paper outlines each of these uncertainties, and illustrates how they are being assuaged through the CE programme.
Research limitations/implications
The usual caveats apply about generalising from a case study. On the other hand, the paper presents a rare detailed “insider” account of and reflection upon chief executives' experience of an ED programme, situating it in the wider contexts of their work and anxieties.
Practical implications
In the light of the uncertainties identified, a number of implications for the design and operation of executive development programmes are outlined and discussed.
Originality/value
New data is presented and analysed, linked to relevant themes in the ED/Leadership Development literatures.
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Amro Aljbour, Erica French and Muhammad Ali
Past research provides mixed evidence of the various elements of talent management. This review consolidates that research evidence to present a comprehensive evidence-based…
Abstract
Purpose
Past research provides mixed evidence of the various elements of talent management. This review consolidates that research evidence to present a comprehensive evidence-based multilevel framework to inform practice and outline future research directions.
Design/methodology/approach
A systematic review of 120 empirical studies, focusing on determinants, practices and/or outcomes of talent management practices, was undertaken.
Findings
Our multilevel framework suggests that talent management perspectives determine talent management practices which, in turn, impact organizational, group and employee outcomes. Most studies focused on identifying talent management perspectives or practices within organizations, while few studies investigated how these perspectives influence practices. The inclusive vs exclusive perspective has been the main focus of the research. However, findings indicate that a combination of perspectives generates a hybrid approach which leads to a range of talent management practices. The most studied practices involve talent development and the least studied involve talent engagement. In total, 67 studies focusing on outcomes of talent management identified organizational performance as the most conspicuous outcome of talent management.
Originality/value
This review contributes to the existing knowledge of talent management by consolidating the empirical evidence on determinants and outcomes of talent management practices and provides a comprehensive, integrated and multilevel framework to guide practice and future research.
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Ramazan Ozkan Yildiz and Soner Esmer
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.