This review adopts a phenomenon-driven approach in reviewing the talent management (TM) literature, applying methods derived from bibliometrics and content analysis to evaluate the state of the field and derive implications for research and practice unbiased towards a-priori assumptions of which frameworks or methods are most adequate. Based on analyses of publication volume, journals and their impact factors, most cited articles and authors, preferred methods, and represented countries, we assess whether TM should be approached as an embryonic, growth, or mature phenomenon, and examine dominant (i.e., resource-based view, international human resource management, employee assessment, and institutionalism) versus ‘alternative’ (i.e., knowledge management, career management, strength-based approach, and social exchange theory) theoretical frameworks. Our goal is to assist TM researchers in positioning their work more explicitly vis-à-vis current debates in the existing literature and encourage them to think about which approach best fits their research aims, questions, and designsPeer ReviewedPostprint (author’s final draft

Organizations report great difficulty in measuring talent accurately, reflecting the lack of theoretical foundations for talent-identification in the HRM literature. This multidisciplinary review aims to contribute to the establishment of a stronger theoretical basis for talent-management by presenting a conceptual framework of talent in which the definition, operationalization and measurement of talent and its relation to excellent performance is clarified. We systematically introduce 11propositions into the framework, building on fragmented insights from the literature-from the fields of HRM, gifted education, positive psychology, and vocational psychology respectively-that will guide readers in understanding and applying the proposed framework. Starting from the HRM perspective on talent, we systematically incorporate insights from the divergent literature streams, which counteract some of the limitations inherent to the HRM literature and therefore can help establish better conceptual foundations for talent-management. The relationship between talent and excellent performance functions as a general framework within which issues of predictive and construct validity are addressed, across 11 research propositions. With the future research directions, we shed light on how talent-management scholars might further capitalize on the cross-fertilization between insights from different disciplines so as to gradually establish the theoretical foundations needed to transform talent-management into a legitimate field of academic study. By discussing managerial implications in the concluding part, we provide practical guidelines for designing talent-identification practices grounded in sound theory. Search StrategyTo achieve a comprehensive multidisciplinary review of the literature on talentwhich could account for the evolutions within the field-we used 1993 as the starting point of our literature search, thus covering insights developed over the last twenty years. We took four different steps to establish the final body of peer-reviewed, academic articles considered in this review.Step 1: Clarifying the Talent ConstructIn order to find those articles that would be most informative for achieving conceptual clarity about talent, we first developed a general working definition of TALENT: A MULTIDISCIPLINARY REVIEW 3 talent based on the meaning contemporary English dictionaries ascribe to the term (Gallardo-Gallardo, Dries & González-Cruz, 2013). In the English language, talent is commonly understood as corresponding to an above-average ability that makes the individuals who possess, detect, develop, and deploy it, perform excellently in a given performance domain (Gagné, 2004;Tansley, 2011).Step 2: Selecting Search Terms We started our search by tracking articles that had 'talent' in their titles. As we were interested in talent and talent-identification in the context of the business world, specifically, we selected Business Source Premier as the database of departure. The use of talent as a search term resulted ...

This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see www. futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never "finished." It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us.

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The COVID-19 pandemic has resulted in unprecedented challenges for society. The effects on organizations have been drastic and such tough times have demanded new organizational solutions as well as strong and new forms of organizational leadership. Leadership scholars have accelerated their research efforts in the quest to identify what is needed to lead in these uncertain times. In this paper, we adopt a bibliometric review to unravel the emerging trends in leadership research in the wake of the COVID-19 pandemic, and in doing so, identify commonalities and divergences in these themes with respect to leadership approaches and assess potential avenues for future research. The findings reveal that research on the topic has emerged along six main clusters: (1) leadership and employee health during pandemic times, (2) public leadership, (3) leadership in health care, (4) leadership and diversity, (5) educational leadership, and (6) leadership and persuasive communication. The findings reveal that across these clusters, the pandemic has sparked research on leadership approaches that deal with change and uncertainty as well as those that are less hierarchical and person centered in nature. We also notice a novel attention to context. Rather than “new kids on the block,” these trends are largely continuations of established leadership theories and approaches that see their particular importance increase in this unprecedented situation. Finally, we outline some distinct avenues for further research with regard to leadership in COVID-19 times.