scispace - formally typeset
Search or ask a question
Journal ArticleDOI

European perspectives on talent management

TL;DR: In this paper, the authors considered the European context of talent management with a particular focus on the European contexts and set the scene for the special issue which it precedes, and provided a point of departure for the field of management in the European domain.
Abstract: While talent management has gained a central place in the managerial discourse, academic research in the area has lagged behind. This paper considers talent management with a particular focus on the European context and sets the scene for the special issue which it precedes. Given that much of our understanding of talent management is premised on work by North American colleagues, the paper and special issue are intended to provide a European contribution to the field. We hope that through empirical insights from the European context combined with the theoretical approaches adopted in the various papers, we will at minimum provide a point of departure for the field of talent management in the European context.
Citations
More filters
Journal ArticleDOI
TL;DR: In this paper, the authors review debates around talent management decision making and identify some future research areas that will inform future decision making in talent management, and present a state-of-the-art review of decision marking.
Abstract: Purpose – The paper sets out to understand the key issues that emerge in the context of decision making.Design/methodology/approach – The paper is a literature review.Findings – First, the authors review debates around talent management decision making. Second, they examine some of the main factors currently influencing decision making in talent management. Third, they seek to identify some future research areas that will inform future decision making in talent management.Practical implications – The paper will be of interest to practitioners in designing and developing talent management decision systems.Originality/value – The paper presents a state of the art review of talent management decision marking.

325 citations

Journal ArticleDOI
TL;DR: In this paper, the authors provide a critical review of the academic literature on talent management in search of alternative perspectives, finding three dominant themes: the exploration of the concept of talent (definitions), the intended outcomes or effects of talent management and talent management practices.
Abstract: The aim of this paper is to provide a critical review of the academic literature on talent management in search of alternative perspectives. We found three dominant themes: the exploration of the concept of talent (definitions), the intended outcomes or effects of talent management and talent management practices. These themes are explored in more detail, and we discuss possible limitations of the current points of view on talent management. Our main finding was that the current talent management literature has a too narrow and one-dimensional approach. It can be characterized as managerialist and unitarist and has a limited view of the practices and activities of human resources. To broaden this view to a more balanced or pluralistic approach to talent management, we added new perspectives, such as stakeholder theory, multiple goals and an extended consideration of practices. The new perspectives are not only valuable for the development of the field of talent management in general but also essential for...

270 citations


Cites background from "European perspectives on talent man..."

  • ...infancy (Lewis and Heckman 2006) with some progress towards adolescence (Collings et al. 2011)....

    [...]

  • ...(also noted by Collings et al. (2011))....

    [...]

Journal ArticleDOI
TL;DR: In this paper, the authors identify the one-dimensional and narrow approach to the topic as a main limitation of the existing talent management literature and propose a multilevel, multi-value approach to talent management.

247 citations


Cites background from "European perspectives on talent man..."

  • ...Yet, a few years later, Collings, Scullion, and Vaiman (2011) observed some progress regarding the establishment of a definition and conceptual boundaries of talent management, and concluded that the field was moving from infancy into adolescence....

    [...]

  • ...However, Collings et al. (2011) reported a biased approach to talent management in their review of the literature....

    [...]

  • ...In this paper we will respond to the call of Collings et al. (2011)....

    [...]

  • ...Specifically, they noticed a dominant influence of the US context on the debate, because of the adoption of Northern American thinking and research by the US based scholars (Collings et al., 2011)....

    [...]

  • ...Consequently, Collings et al. (2011) urge the need for new influences “[…] as the field moves into adolescence it is important that insights from beyond the US context influence the debate....

    [...]

Journal ArticleDOI
TL;DR: In this article, the authors explore the concept of talent development, define its scope and identify the issues involved in formulating talent development strategies in organisations, and raise a number of important questions that should be considered by organisations when they engage in talent development.
Abstract: Purpose – The purpose of this paper is to explore the concept of talent development, define its scope and identify the issues involved in formulating talent development strategies in organisations.Design/methodology/approach – The paper reviews the relatively scant and fragmented literature on talent development processes.Findings – The literature review revealed that talent development is usually discussed as part of a wider talent management process. The literature highlights issues concerning who is the talent to be developed, what competencies should be developed, who drives development, what is the appropriate pace of development and what is the architecture to support the development.Research limitations/implications – The paper is solely theoretical in nature; however, it does identify gaps for further research.Practice implications – The paper raises a number of important questions that should be considered by organisations when they engage in talent development.Originality/value – The paper contr...

233 citations


Cites background from "European perspectives on talent man..."

  • ...Talent management is increasingly discussed in the HRM and HRD literature (Stahl et al., 2007; Collings et al., 2011)....

    [...]

  • ...Introduction Talent management is increasingly discussed in the HRM and HRD literature (Stahl et al., 2007; Collings et al., 2011)....

    [...]

References
More filters
Journal Article
TL;DR: In this paper, the authors highlight the role of business in national economies and show that there is more than one path to economic success, and explain national differences in social and economic policy.
Abstract: What are the most important differences among national economies? Is globalization forcing nations to converge on an Anglo-American model? What explains national differences in social and economic policy? This pathbreaking work outlines a new approach to these questions. It highlights the role of business in national economies and shows that there is more than one path to economic success.

5,778 citations

Book
01 Jan 1989
TL;DR: Bartlett and Ghoshal as mentioned in this paper argue that success in global strategy is as much a function of the ability to organize and manage as it is the ability of creating a sound strategy.
Abstract: Widely acclaimed for its perceptive insights into the management of companies operating in an international environment, "Managing Across Borders" has established itself as a landmark book. Bartlett and Ghoshal describe the emergence of a revolutionary corporate form - the transnational - and reveal how the nature of the global competitive game has fundamentally changed."Highly readable! Valuable lessons for companies in a wide range of industries and sizes-indeed, almost any organization operating several different businesses across borders." - "The Financial Times". "A fascinating book! The conclusions certainly break away from the perceived wisdom about the factors needed for success in global markets." - "Management Today". "Managing Across Borders" makes clear that success in global strategy is as much a function of the ability to organize and manage as it is the ability to create a sound strategy. Bartlett and Ghoshal make an important and highly practical contribution in a book that represents the leading edge of thinking on this important subject." - Michael E.Porter, Bishop William Lawrence University Professor, Harvard Business School, and author of "Competitive Strategy".

4,407 citations

01 Jan 1999

3,389 citations

Journal ArticleDOI
TL;DR: In this paper, the meaning of employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients, and they show that the term is used at different times to refer to psychological states, traits and behaviors as well as their antecedents and outcomes.
Abstract: The meaning of employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients. We show that the term is used at different times to refer to psychological states, traits, and behaviors as well as their antecedents and outcomes. Drawing on diverse relevant literatures, we offer a series of propositions about (a) psychological state engagement; (b) behavioral engagement; and (c) trait engagement. In addition, we offer propositions regarding the effects of job attributes and leadership as main effects on state and behavioral engagement and as moderators of the relationships among the 3 facets of engagement. We conclude with thoughts about the measurement of the 3 facets of engagement and potential antecedents, especially measurement via employee surveys.

2,742 citations


"European perspectives on talent man..." refers background in this paper

  • ...This scepticism resonates with the initial intellectual cynicism which other constructs, such as employee engagement and burnout, which emerged in a bottom-up way from practice faced within the academic community (see Macey and Schneider, 2008)....

    [...]