This article offers a systematic review and synthesis of 28 empirical studies exploring the career experiences of women in science, technology, engineering, and mathematics (STEM) fields. Three central questions guided this review, and findings show that theoretically, women's career experiences are mostly studied from behavioral and organizational perspectives. Methodologically, a balanced approach (both quantitative and qualitative) was adopted in these the studies. The empirical evidence suggests that STEM women's career experiences are largely shaped by their own personal characteristics (motivation, self‐efficacy, and passion) and influenced by their parents, male colleagues, and human resources (HR) practices. Meanwhile, STEM women continue to face a myriad of challenges in a predominantly masculine environment (gendered organizational culture, gender‐based stereotypes, struggle with work‐life balance, and lack of mentors). To cope with these challenges, STEM women in the reviewed studies use three types of strategies—conforming, impression management, and proactivity. Based on our review, we derive implications for theory and practice, as well as an agenda for future research.

The field of talent management (TM) has grown over the last two decades, and much theoretical and methodological progress has been made in an effort to better conceptualize the field. Despite these efforts, the construction of knowledge within TM research has ignored power and gender dynamics. In this paper, we adopt a feminist poststructuralist perspective and unveil how talent management theory is underpinned by predominant masculinist discourses that create and sustain business elites in a neoliberal world order. Based on a textual and discourse analysis of foundational texts on TM, we identify the power effects of language in shaping current TM theory. This study raises questions concerning the epistemological foundations of talent management as objective, neutral, and observable. We suggest that future researchers adopt critical methods of inquiry to ensure that gender and equity issues are interrogated within dominant talent management writings.

Our aim is to contribute to a better understanding of the contextual embeddedness of women's careers. To do this, we leverage feminist relational theory (a) to understand the relational context of women's careers in Lebanon, with a particular focus on working‐self and career investments, and (b) to trace the gendered power dynamics of career investments in the relational context of work. Through examining the narratives of 24 Lebanese female “nonsurvivors” (i.e., used to work but are not currently engaged in paid work), our findings paint a complex and nuanced picture of different relational contexts. Represented on a continuum ranging from minimally conducive for women's careers to contexts that are incrementally more conducive, the differences between these contexts are unpacked through drawing attention to the gendered power dynamics shaping women's (dis)connection with their working self, the perceived (mis)alignment of others, and the career investments that they make. Our contribution lies in augmenting our understanding of the contextual embeddedness of women's careers by demonstrating the theoretical and practical utility of bringing a deeper feminist analysis to understand the relational context of work.

Challenging dominant Global North trajectories, we critically explore the complex terrain of global talent debates. We contribute new theoretical insights to the Macro Talent Management (MTM) field by examining the complexity of Talent Management (TM) through a transnational and political economy of skill formation lens. We provide a macro assessment of TM processes, at different scales (i.e. Local, National and Transnational) and explore the myriad partners in devising TM strategy that existing scholarship has not sufficiently examined. We explore the complexities of economic organization and highlight that TM theorising would benefit from spatialized accounts, and the politics of location in shaping TM logics and ideas, embedded in the geographies of transnational organizing. We take the Arab Middle East as a case in point to highlight the deficiency of current Macro Talent Management models and proffer a new multi-level model at global, national and local to reflect the dimensions of Talent Management realities in the Arab Middle East, and indeed other developing regions. We are driven by a concern that Talent Management theorization is rooted in a neoliberal ethic and rarely considers how the local becomes global, and how the global is articulated in the local.

The Problem Although there is a surge in research on Talent management and talent development (hence forward TMD) practices across different regions, most of what we know about these topics in the United Arab Emirates (UAE) is based on government and practitioners’ reports. Nowadays, UAE is going through unprecedented times of growth. Organizations are operating in a diverse environment created by a smart government vision and practical policies that allowed the UAE to be labeled as a talent magnet destination. Still, TMD activities seem to be influenced by a two-tier system, one for Emirati nationals and another for expatriates. The question is whether the UAE is able to continue its growth through current TMD practices or whether a more strategic approach is needed to address the current TMD challenges and to meet the needs of individuals and of organizations. The Solution The purpose of this article is to provide an overview of professionals’ perspectives in different sectors about (a) the government policies, (b) current activities, and (c) challenges and contextual factors that affect the current state of TMD in the country. Once we understand the different policies, activities, and challenges, practitioners and leaders can use TMD as a source of power, or a strategy, that can lead people and organizations into success. The Stakeholders Human resources and organization development experts working in international contexts, administrators in academic institutions, and leaders in government organizations interested in HRD in the context of the UAE, will find the information presented in this study useful.