Contemporary Talent Management: A Research Companion

Description

The field of talent management has grown and advanced exponentially over the past several years as an essential area of research. While interest in the field is growing, and recent research has provided valuable insight into various topics, there remain many opportunities for additional exploration and research. One such opportunity is to examine talent management topics related to the modern workforce and organizations – an area identified as contemporary talent management. Divided into two thematic sections that provide a unique overarching structure to organize 18 chapters written by leading and renowned international scholars, this Research Companion assesses essential knowledge, trends, debates, and avenues for future research in a single volume. Some of the topics examined from a contemporary talent management perspective include Executive Search, Gifted Early Career Individuals, Managing Diverse Talents, Gender Sensitive Talent Management, Aging Global Workforce, Leadership Wisdom, Learning Agility, Employee Engagement, Entrepreneurship, Intrapreneurship, Small Business Enterprises, Talent Flow, Green HR, Gig Workers, and Mergers and Acquisitions. In this way, the Research Companion is essential reading for anyone involved in the scholarly study of contemporary talent management, including academic researchers, advanced postgraduate and graduate students, and management consultants. For further debate on traditional talent management, readers might be interested in the supplementary volume, The Routledge Companion to Talent Management, sold separately. 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