A lean talent management framework for maximizing creativity in architectural design firms

Othman, Ayman Ahmed Ezzat; Khalil, Mohamed Hesham Madbouly

doi:10.1080/15623599.2018.1490865

Cited by 10 publications

(3 citation statements)

References 28 publications

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“…In a similar study on the Egyptian Architecture, Engineering and Construction (AEC) industry, Othman and Khalil (2018a) suggested that talent management decreases demotivation but did not significantly influence creativity of architectural firms. In another study, Othman and Khalil (2018b) suggested the application of Lean Six Sigma principles to talent management can eliminate the waste of nonutilizing talented architects in the Egyptian AEC industry. Earlier, Nafei (2015) found that talent management positively affects firm’s service quality performance.…”

Section: Results and Findingsmentioning

confidence: 99%

Talent management research in Africa: towards multilevel model and research agenda

Anlesinya

Amponsah‐Tawiah

Dartey‐Baah

2019

AJEMS

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Purpose The purpose of this paper is to systematically review talent management research in Africa with the aim of developing a multilevel talent management model and defining future research agenda. Design/methodology/approach A systematic literature review is performed utilising studies published on the topic from 2008 to 2019 in various research databases. Findings The findings highlighted various talent management contributions and challenges in the African context. They further revealed major issues with the nature of research method adopted in talent management research in Africa. Moreover, contextually, apart from Southern Africa sub-region, talent management research is highly under-researched in the North African, West African and Eastern African sub-regions of the continent. Therefore, talent management research in Africa can be described as being at an embryonic stage. Practical implications Effective talent management has significant transformative and growth power through its varied positive contributions. Talent management in Africa is faced with numerous organisational and macro-level challenges and requires attention from relevant stakeholders, if African talents are to be harnessed to facilitate the development of the continent. Originality/value This systematic review on talent management is the first of its kind focusing solely on Africa. Also, this study contributes further evidence by proposing a multilevel talent management model based on the synthesised evidence since multilevel research in the field of talent management is very limited.

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Section: Results and Findingsmentioning

confidence: 99%

Talent management research in Africa: towards multilevel model and research agenda

Anlesinya

Amponsah‐Tawiah

Dartey‐Baah

2019

AJEMS

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“…The needs and requirements of commissioning organizations may change by the time TM activities start delivering results. The challenges of designing and implementing an effective TM policy are characterized into four categories by Othman and Khalil (2020). These categories are structural barriers, environmental barriers, behavioral barriers, and managerial barriers.…”

Section: Literature Reviewmentioning

confidence: 99%

Examining the relationship between talent management and employee job‐related outcomes: The case of the Indian manufacturing industry

Dalal¹,

Akdere

2021

Human Resource Dev Quarterly

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This study examined the relationship between talent management (TM) and employee job‐related outcomes in the Indian manufacturing setting. TM practices included talent acquisition, talent development, talent engagement, and talent retention. Employee job‐related outcomes of this study included intent to stay, job engagement, affective commitment, job satisfaction, and employee competency. This study used the social exchange theory and a resource‐based view as the theoretical underpinnings for the proposed TM model. The role of organizational culture as a moderator was also examined in the study. The sample of the study consisted of 992 full‐time employees working in one of the largest textiles and paper manufacturing organizations of India with facilities located in two Indian states. Data were collected online through a questionnaire composed of several existing survey instruments. The response rate for the survey was high (62.98%). The primary method of data analysis was structural equation modeling. The overall relationship between TM and employee job‐related outcome was found to be significant and positive. The findings showed that organizational culture is significantly related to TM and employee job‐related outcomes. In addition, organizational culture does moderate the relationship between TM and employee job‐related outcomes.

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“…Thereafter, a recently published research discussed the role of integrating the principles of lean thinking with TM, as lean tools and techniques were proven to be successful in respecting people and prevent wasting their skills (Othman and Khalil, 2018a). The latter was followed by a LTM framework, published in the same year, to aid in integrating the new LTM concept (Othman and Khalil, 2018b).…”

Section: Introductionmentioning

confidence: 99%

Divergent heritage sustainability: a threefold approach through lean talent management

Othman

Khalil

2019

JEDT

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Purpose This paper aims to investigate the role of lean talent management (LTM) as a novel approach for optimising creativity in architectural design firms (ADFs) towards achieving divergent heritage sustainability (DHS). Design/methodology/approach To achieve the abovementioned aim, a mixed qualitative and quantitative methodology is designed to accomplish three objectives. First, investigating the relationship between heritage and urban development; types of heritage and the role of LTM in enhancing creativity in ADFs. Second, presenting and analysing six heritage-related case studies to assess the need for creative solutions based on extent of deterioration in three different places in Egypt. Third, outlining the results of a survey questionnaire conducted with a representative sample of ADFs in Egypt to investigate the role of LTM towards optimising creativity in ADFs for achieving DHS. Findings The extent of deterioration increased for modern heritage than old heritage. Conventional approaches adopted by ADFs failed to develop built environments that can bridge the gap between the diverse identities. Creativity was not optimised when talent management (TM) was integrated solely and architects failed to develop appropriate solutions. LTM use architects to allow expression of arts towards heritage sustainability through the built environment, in which they feel associated with physical heritage. Consequently, individuals’ intangible heritage is preserved in which they will less deteriorate the physical heritage. Hence, LTM is a paradigm shift that has a great potential for DHS. Research limitations/implications The survey questionnaire and case studies focused on the Egyptian context because the region is in critical need for effective creative solutions and for such research that is unprecedented in investigating this gap. However, findings are absolute and could be used at any country sharing the Egyptian context and wishing to achieve a DHS approach. Originality/value The research work presented in this paper is novel in approach as it integrates two divergent fields and highlights the concept of DHS with its threefold approach. In addition, the concept of LTM is proposed as a novel paradigm shift in which it has received scant attention especially relating to heritage sustainability. The proposed ideas represent a synthesis that is novel and creative in thought and adds to the existing body of knowledge for future research in LTM and DHS.

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A lean talent management framework for maximizing creativity in architectural design firms

Cited by 10 publications

References 28 publications

Talent management research in Africa: towards multilevel model and research agenda

Talent management research in Africa: towards multilevel model and research agenda

Examining the relationship between talent management and employee job‐related outcomes: The case of the Indian manufacturing industry

Divergent heritage sustainability: a threefold approach through lean talent management

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