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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.

This paper aims to examine the ways in which discourses of talent management (TM) reinforce and perpetuate structural barriers of exclusion and discrimination. The argument is made that dominant TM discourses must be interrogated if authentic talent development (ATD) practices are to succeed. This interrogation will require a shift from an organizational emphasis on talent identification towards ATD’s focus on talent cultivation.

A conceptual approach is used to critically analyse TM discourses to assess the degree to which they are inclusive. Building upon the work of Debebe (2017), an alternative ATD approach is suggested that, together with the novel concept of authentic otherness, may enable scholars and practitioners to reflect upon current organizational practices and devise new approaches that encourage talent cultivation in diverse employees. This, in turn, may foster a greater sense of organizational belonging.

Findings identify a number of ways in which organizational norms and structures are maintained and perpetuated through dominant, mainstream TM practices. This hinders ATD for many due to social ascription processes. By exploring the concept of “authentic otherness” (Gardiner, 2017), alongside Debebe’s (2017) approach to ATD, the argument is made that systemic inequities in the workplace may be addressed when we create conditions to support the cultivation of talent for all employees.

This paper builds on recent arguments in the critical TM literature concerning the exclusionary nature of mainstream TM practices in organizations. The concept of authentic otherness is clarified and defined with a view to using this new term as a heuristic device to encourage a reflective understanding of how ATD practices can be developed.

The purpose of the article is to investigate the role of talent management and employee psychological contract on employer branding and to develop a pragmatic conceptual model while identifying gaps between core concepts.

The archival method was adopted along with systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has enclosed published research articles between 1960 and 2022 in fields of human resource management (HRM), brand management and psychology. In total, 260 Articles were initially scrutinized, and 230 were systematically reviewed finally to explore core concepts, identify gaps and model development.

This study explored five gaps among key concepts based on systematic review and linked theories, namely, social exchange theory and signaling theory. A conceptual model has been developed to explore the impact of talent management on employer branding with mediating and moderating role of employee psychological contract.

This study is limited to conceptual model development; nevertheless, there is enormous scope for empirically testing the model related to various global contexts in future studies.

The developed conceptual model is a vibrant contribution for future investigations of impact of talent management on employer branding with mediating and moderating role of employee psychological contract in diverse global contexts in wining “war for talent.” This study endows a momentous input to whole frame of HRM knowledge because it discourses significant knowledge gaps amongst relationships and effects of identified variables, which has not been formerly revealed.

The aim of this paper is to discuss the importance of talent management to strategic success, to identify the challenges in building talent power and to explore how to overcome those challenges. It summarizes some of the thinking from the book, The Talent Powered Organization

The paper starts by setting the context around today's major HR issues and the importance of talent management. Talent is now the key to strategic success, but is conversely getting harder to find and easier to lose. In tackling these issues, every organization must deal with a world of change and variability. The paper drills down into how to embed and sustain talent power. It explains the importance of understanding and measuring how talent contributes to an organization's performance and goes on to examine the other capabilities and processes required to ensure that talent is not just retained, but is also actively multiplied.

The paper asserts that an organization needs to put in place key processes in order to retain and actively multiply talent. They include: maintaining visible leadership that is focused on talent; encouraging and rewarding line managers for nurturing talent; and modernizing HR and training to identify, develop and deploy talent to the best effect.

The theory is backed up by examples from different parts of the world that demonstrate practical solutions to tackling specific challenges to building a talent‐powered organization, including: Valero Energy; Yahoo!; Campbell's Soup; Unilever; and SKM.

The paper discusses the importance of talent management to strategic success, in order to identify the challenges in building talent power and to explore how to overcome those challenges.

Organizations are increasingly making commitments and equity pledges to racially diversify their supply chain. While such commitments are commendable, historical attempts at reform have experienced limited success. This suggests that there is a need for organizations to understand the hurdles and complexity that might limit impact, and then be intentional when taking action.

In this study, we conduct an inductive, qualitative investigation involving five organizations in Indianapolis USA. Three are corporations that had made a commitment to and are actively trying to racially diversify their supply chain. The other two are support organizations that serve as a link between suppliers and corporations.

The results identify three levels of interrelated management challenges associated with racially diversifying the supply chain at the industry, strategy, and operation levels.

Strategies for overcoming the challenges when integrating racial diversity into the supply chain are discussed, and a set of directional questions are provided to help organizations with their quest to racially diversify their supply chains.

Board diversity has been an important topic in corporate governance. Extant literature examines the overall diversity in the boardroom and its impact. However, since important decisions are usually taken by the committees, it is important to also examine diversity in committees. We use the Coca-Cola Company as the case study and examine its diversity in both audit and finance committees. Our goal is to raise the awareness of researchers, board nominating committees, and diverse directors themselves, as to whether diverse directors are placed in the right positions to allow them to contribute their diverse views and experiences.

We conducted a case study of the Coca-Cola Company using its proxy statement in both 2016 and 2018.

While Coca-Cola’s self-reported board diversity stood at 27% in 2016, and increased to 31% by 2018, the critical audit and finance committees showed a distinct lack of diversity. Focusing on gender diversity for the purposes of this chapter, we investigated two possibilities: (1) that the lack of committee diversity is due to the lack of finance and leadership skills of those board members who were from underrepresented groups, but this possibility does not seem likely, (2) that the presence of a female CFO removed the urgency to place board members from underrepresented groups on the audit and finance committees.

We provide a cautionary perspective on the implementation of diversity policies at the highest levels of an organization. The pursuit of diversity, like other admirable corporate goals, can degenerate into a check-the-box mentality. When this happens, diversity can become viewed as a substitute for real competency rather than a complement to existing competencies.

It is suggested that boards revise the recruiting and selecting process to include more female candidates, and be sensitive how and where those diverse directors can best contribute their perspectives and experiences.

The purpose of this paper is to provide a suitable framework for managing diversity in organizations coping with social, communication, marketing, and organizational challenges.

The issue of diversity is explored from the organizational, marketing, and corporate communication viewpoints. This multidisciplinary approach leads to the design of qualitative exploratory research based on three case studies of multinational companies.

The companies cover a wide range of diversity, including all visible and non‐visible features, especially in relation to competencies and expertise. They pursue social, competitive and communication aims and strive to reflect internal and external stakeholders' expectations. They all implement integrative managerial practices and show an increasing orientation to the leveraging of people's uniqueness in their daily activity.

Managing the diversity issue means that companies must develop a concept of variety, which involves more than mere diversity. They must balance social, communication, marketing and organizational aims and enhance the development of individual talent. All organizational functions must be included in the definition of a contextual approach to the implementation of diversity policies.

The paper suggests a model centred on the leveraging of variety that goes beyond assimilating minorities and integrating diversity. The “Leveraging Variety Model” takes into account both economic and social pressures in order to maximize the ability to satisfy stakeholders' expectations, reflect the external environment, enhance the knowledge creation potential and communicate effectively from an intercultural perspective.