Contemporary Talent Management: A Research Companion

Cover
Half Title
Series Information
Title Page
Copyright Page
Dedication
Table of Contents
Figures
Tables
Foreword
Contributors
1 Contemporary Talent Management: An Introduction
	Conceptual and Intellectual Boundaries of Talent Management
	Intellectual Boundaries of Talent Management: Contemporary Talent Management
		Section I
		Section II
	Acknowledgments
	Author Bio
	Note
	References
Section I The Processes of Talent Management
	2 Talent Acquisition and Executive Search Firms
		Introduction
		What Roles Do Search Firms Play?
		Mediator and Coordinator
		How Do Search Firms Shape the Talent Acquisition Process?
			Impact of Search Firms On Executives’ Access to Jobs
				Facilitating the Turnover of Passive Candidates
				Favoring Executives From Certain Demographic Groups
				A Preference for Executives Who “Fit” the Hiring Firm
				A Preference for Candidates With Certain Idiosyncratic Hard Skills
		Executives’ Pay Level at the New Employer
		Future Research On Executive Search Firms
			Future Research On the Impact of Search Firms On Individuals (Individual Level of Analysis)
				Voluntary Turnover
				Yet Unexplored Drivers of Career Success
				Job Transitions
			Future Research On the Impact of Search Firms On Organizations (Organizational Level of Analysis)
				Impact of Search Firms On Organization’s Talent Acquisition Strategy
				Impact of Search Firms On Firm-Level Outcomes
		Conclusions
		References
	3 Talent Management: Insights From the Study of Giftedness and Implications for High Performance in the Business Domain
		study of Giftedness: a Historical Perspective
		the Megamodel of Talent Development
		definition of Talent in Business
		the Megamodel of Talent Development in the Domain of Business
		future Research
			Early Indicators of Talent
			The Role of Interventions
			The Nature of Trajectories in Business
			How Can Business Schools Do Better at Identifying Talent?
			Role of Psychosocial Skills
			How Does the Mega Model Apply to Various Subfields of Business (E.g., Finance, Entrepreneurship, Management)?
		references
	4 Talent Management and Managing Diverse Talents
		Introduction
		Diversity in the Labor Market and Exclusive/Inclusive Talent Management Approaches
		Exclusionary Talent Management Agenda and Practices
		Neglected Themes Within Talent Management
		Inclusive Talent Management Activities
			Cases Description and Methodology
			Talent Management in IKEA Denmark
			Talent Strategies at the Danish National Symphony Orchestra
		Concluding Comments: Talent Strategies for Organizational and Labor Market Equality
		Note
		References
	5 Talent Management and Gender Influences: A Discussion of Gender-Sensitive Talent Management
		Introduction
		The Traditional Target Groups of Talent Management—Hidden Assumptions
		Career Concepts and Career Stages That Are Relevant for Gender-Sensitive Talent Mangement
			Insights On Work Decision-Making for Gender-Sensitive Talent Mangement
				National Culture, Society, and the Labor Markets
				The Perception of Company-Specific Rules and Career Opportunities From the Employee Perspective
				The Individual’s Role, Identity, and Background
			Discussion and Propositions for Gender-Sensitive Talent Mangement
				Proposition 1: Signaling
				Proposition 2: A Larger Scope
				Proposition 3: Individualized Measures
		Areas for Further Research
		Conclusion
		References
	6 Managing Talent in the Context of an Aging Global Workforce: Emerging Challenges
		Introduction
		Literature Review
			Talent Management in the Context of an Aging Workforce
			Major Trends and Themes
			The Aging Workforce
		Challenge #1. Talent Retention
		Challenge #2. Loss of Knowledge: Need for Knowledge Transfer
		Challenge # 3. Barriers: Stereotypes and Discrimination
		Challenge # 4. Early-Retirement Schemes
		Areas for Further Research
		Conclusion
		References
	7 A Wisdom-Based Approach for Developing Globally Talented Leaders
		The Nature and Importance of Modern Global Leadership
		The Multiple Dimensions of Global Leadership Wisdom
		The Conceptualization of Global Leadership Wisdom as “Talent”
		The Intersection of Global Leadership Wisdom Talent With Core GTM Developmental Practices
			Developing Leadership Logic Talent
			Developing Leadership Aesthetics Talent
			Developing Leadership Ethics Talent
			Developing Leadership Metaphysics Talent
			Developing Leadership Epistemology Talent
			Developing Leadership Politics Talent
			Developing Together: Leadership Wisdom Meta-Talent
		Research Issues and Agenda
		References
	8 Learning Agility: Conceptualization and Application in Contemporary Talent Management
		The Talent Management Imperative for Learning Agility
			High-Potential Programs in Strategic Talent Management
			Learning Agility for High-Potential Identification
			Other Applications of Learning Agility
		The Origin of Learning Agility and Empirical Findings
			Experiential Learning to Leadership Development
			Theoretical Explanation of the Relationship Between Learning Agility and Potential
			Empirical Findings
		Conceptual Clarity of Learning Agility
			Definitional Bandwidth of Learning Agility
			A New Conceptual Framework of Learning Agility
				Components of Learning Agility
				Domains of Learning
			Nine Facets of Learning Agility
		Discussion
			Directions for Future Research
		Conclusion
		References
	9 Designing Talent Management Strategies: All Millennials Are Not the Same
		Introduction
		Describing Millennials
			Health
			Self-Evaluation
			Social and Environmental Orientation
			Economics
			Beliefs About the Workplace
			Work–Life Balance
			Retention
			Desire for Meaningful Work
			Desire for Development
			Economic Situation
			Organizational Culture
			Even So, Millennials Are Not All That Different
		Talent Management Strategy Should Look to Other Differentiating Factors
			Life Stage
			Organizational Level
			Career Stage
			Occupation
		talent Management Strategies for Addressing Millennials
			Align the Culture
			Create a Community Bond Within the Organization
			Ensure Good Management and Leadership
			Endorse Work–Life Balance and Flexibility
			Provide Learning Opportunities and Good Compensation
		areas of Further Research
		conclusion
		references
	10 Employee Engagement as a Talent Management Imperative
		Employee Engagement
		Employee Engagement and Talent Management
		Employee Engagement and the Three Components of the Talent Management System
		Attracting an Engaged Workforce
		Selecting an Engaged Workforce
		Retaining an Engaged Workforce
		Potential Downsides to Engagement?
		Areas for Additional Research
			Global Talent Management
			Individual Differences in Engagement
		Conclusion
		References
Section II The External and Internal Contexts of Talent Management Processes
	11 Embodiment of Talent Management Within Entrepreneurship: A Bibliometric Approach
		Introduction
		Talent Management and Entrepreneurship
			Talent Management: Definitions and Concepts
			Talent Management in Organizational Context
		Entrepreneurship
			Definitions and Concepts
			Entrepreneurship in an Organizational Context
			How Talent Management Can Support Entrepreneurship
		Methodology
		Connections Among Keywords
		Contributing Authors
		Evolution Over Time
		Specific Areas for Future Expansion
		Conclusion
		Limitations
		References
	12 Principles of Talent Management in Small Business Enterprises
		Introduction
		Relevance and Uniqueness of SMEs
		Small Enterprises, Small Literature: Literature Review of Talent Management in SME
		The Boundaries of Talent Management in SMEs
			Inclusiveness Or Exclusiveness of Talent Management
			Focus of Workforce Differentiation: Positions Or Individuals?
		Talent Management Systems in SMEs: How SMEs Attract and Retain Talent
			Talent Attraction
			Talent Retention
		Further Research in Talent Management in SMEs
			Theoretically Strong Research
			Methodologically Sound Research
			Acknowledging SMEs Dynamics in Talent Management
			Talent Management Conceptualization
		Conclusions
		References
	13 Talent Management for Intrapreneurship: Taking Stock of the Current State of the Field and Developing Avenues for Future Research
		Introduction
		Conceptualizing Intrapreneurship
		Talent Management and Intrapreneurship
		Methods
		Findings
			Attracting Talent
			Developing Talent
				Identification of Intrapreneurial Competencies
				Equipping Talent With Intrapreneurial Competencies
				Effectiveness of Intrapreneurial Training Programs
			Mobilizing Talent
				Interpersonal Management
				Organizational Design
			Retaining Talent
		Talent Management Practices for Intrapreneurship
		Conclusions, Further Research, and Limitations
			Areas for Further Research
			Limitations
		Notes
		References
	14 Global Talent Management of Skilled Migrants: Current and Future Research
		Introduction
		Defining Global Talent Management and Skilled Migrants
			Global Talent Management
			Skilled Migrant
			Skilled Migration in Numbers
		Skilled Migrants in the Management Literature
			Micro-Individual Level
			Meso-Organizational Level
			Macro-Contextual Level
		Examples of Theoretical Frameworks Used in Current Research to Link GTM and SM
			Review of Human Capital Theory With Regard to Skilled Migrants
			Understanding Skilled Migration Through Bourdieu’s Theory of Capital
		HRM Practices That Facilitate Efficient Global Talent Management of Skilled Migrants
			Development of an Inclusive Culture
			Proactive and Differentiated Staffing Practices
			Facilitation of SMs’ Integration Into the Organization
			Training, Development, and Career Support
		Future Research Avenues On GTM of SMs
		References
	15 Talent Flow and Talent Management
		History of Global Talent Flow – From Inception to Today
		Trends in Global Talent Flow
			Migrants
			Expatriates
		Complementarity: The Individual–Organisational Nexus of Global Talent Flow
		Liberty: Global Talent Walls
		Escaping From Poverty Through Global Talent Flow
		Absolute Poverty: Living Wages and Talent Flow
		Areas for Further Scholarly Research
		Implications for Talent Management
		Conclusion
		Note
		References
	16 Green Human Resource Management and Talent Management
		Introduction
		What Is Green HRM?
		Defining Talent Management
		Points of Intersection – Green HRM and Talent Management
			Recruitment and Selection
			Performance Management
			Training and Development
			Rewards and Recognition
		Conclusions and Further Research
		References
	17 Talent Management for Gig Workers in the Gig Economy
		Introduction
		On-Demand Task Work
		Skilled Project-Based Gig Work
		Gig Workers as Strategic Talent
		Challenges for Talent Management Professionals and Research Needs
			Deciding When and How to Use Gig Workers
			Selection
			Longer-term Relationships With Gig Workers
			Attraction and Retention
			Integration
		Conclusion
		References
	18 Talent Management During Mergers and Acquisitions
		Introduction
		Talent Management in the M&A Environment – Review of Selected Research
			A Scarcity of Studies of Talent Management in M&A
		Complexities in the Study and Practice of Talent Management in M&A
		Three Key Components of Talent Management in the M&A Setting
			Talent Retention in the M&A Setting
			Talent Engagement in the M&A Setting
			Talent Staffing, Selection, and Deselection in the M&A Setting
			Talent Management in Cross-Border M&A
		Suggestions for Future Research in M&A Talent Management
		Summary
		References
Index