No abstract

This study aims to take stock of the practices and draw up the prospects for a relatively new approach in which companies begin to measure efficiency. This approach is none other than talent management. This study is based on a survey conducted among a panel of multinational subsidiaries operating in Tunisia, all sectors combined, respondents on the basis of a self-administered online questionnaire. This survey is considered as the first and the major survey of talent management in the subsidiaries of multinationals operating in Tunisia.

By using the resource-based view as a theoretical framework, the purpose of this chapter is to explain the internal sources of competitiveness in Tunisian firms operating in the industry of Information Communication and Technology (ICT). In other words, how do firms within this industry build their competitive advantage and performance? Based on the results of the academic research undertaken in 2012 on a sample of 209 Tunisian ICT firms, the author explains how strategic tacit knowledge (seen as strategic resource) allows the firms to gain a sustainable competitive advantage and superior performance. In addition, it provides researchers with an empirical method to operationalize tacit knowledge appropriately, as well as competitive advantage and performance. It also focuses on the exploration of the relationship between these three variables, demonstrating that competitive advantage mediates the impact of tacit knowledge on performance. Finally, this chapter is considered an attempt to respond to criticism formulated against the resource-based view.

The aim of this chapter is to present the implementation of a pilot digital participatory platform (DPP) called “Baladiaty” in order to foster local government-citizens collaboration and participation in Tunisia. “Baladiaty” means in the Arabic language “My municipality”. “Baladiaty” is a DPP designed, developed, and commercialized by ARSELA in 2019, a Tunisian start-up located in the governorate of Sousse. This paper contains two main parts. The first is considered a theoretical part. The authors will focus on the two main terms and concepts of this research, namely: digital democracy and DPP. This first part will focus on the definition of the digital participatory platform (DPP), and its role in promoting participatory democracy, citizen engagement and their ubiquitous engagement throughout the open government concept. The second part would be considered as a case study presenting a recently designed pilot DPP “Baladiaty” in Tunisia. This paper could be considered theoretical by focusing on the presentation of a pilot DPP in Tunisia, a nascent democracy.

This chapter encompasses the concepts, description, identification, nomenclature, and classification related to the talent management in order to generate a deep conceptual framework related to this field. This research work will deal with how authors define this human capital considered as a strategic workforce through history and how it contributes to the business value. To gain this goal, a literature review will be conducted. This chapter contributes to existing literature on talent management proposing a conceptual framework.