Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF GUELPH For Authors:If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comWith over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -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.

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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.

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PurposeThe purpose of this paper is to supply insights into talent management (TM) in Russia in the light of Soviet experience and the contemporary officially sanctioned business‐antagonistic political culture.Design/methodology/approachA diachronic approach, whereby a key dictum of Karl Marx which underlays Soviet thinking and methods is contextualized and applied to post‐communist Russia, and TM practice in Russian firms and foreign firms in Russia is contrasted.FindingsA key finding is that there is seemingly greater value placed on Russian employees' talents by foreign companies. Six influential factors are identified which give Russian‐style TM a dysfunctional character: Russia's default position (i.e. instinctive gravitation to authoritarian rule), mistrust of institutions, entrenched “bossdom”, persistence of “Soviet mental software”, negative selection, and limited tradition of empowerment.Research limitations/implicationsThe paper highlights needs for: comparative empirical studies, contrasting Russian firms' and foreign firms' understanding and application of TM; investigation into the relationship of Russian‐style TM and career progression in Russian companies; and studies into contrasting ways of transferring TM concepts and practices by Western firms.Practical implicationsForeign firms must be prepared to engage with Russia's prevailing officially sanctioned business‐antagonistic, occasionally xenophobic political culture.Originality/valueThe paper demonstrates how engagement with contemporary Russia for management research purposes requires a deep appreciation of the Soviet period and the complexities of its legacy and judicious use of Russian‐language material adds credibility.

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Purpose The purpose of this paper is to enhance the theoretical and empirical understanding of the process through which talent management (TM) practice effectiveness impacts high-potential employees’ commitment to leadership competence development. Design/methodology/approach Structural equation modelling was utilized to analyse survey data representing a sample of 439 high-potential employees from 11 Finnish multinational corporations. Findings First, the authors found that the more high-potential employees perceived TM practices to be effective, the more they were committed towards leadership competence development. Next, the findings revealed that the association between TM practice effectiveness and commitment to leadership competence development operates by means of psychological contract fulfilment. Finally, the authors found that female employees possessed a stronger reaction to the effectiveness of TM practices by demonstrating higher levels of commitment to leadership competence development than male employees. Originality/value This study supports social exchange theory, which postulates that when organizations invest in their employees, the employees are likely to reciprocate these corporate investments in positive ways. The findings indicate that TM practices may help high-potential employees to make sense of their employment relationship and communicate to employees those attitudes and behaviours that organizations value. The authors thus advocate that in order to have the desired effect, such as for instance the increased commitment to leadership competence development, it is crucial for organizations to invest in those TM practices that are perceived as effective by employees.