European perspectives on talent management

Collings, David G.; Scullion, Hugh; Vaiman, Vlad

doi:10.1504/ejim.2011.042173

Cited by 131 publications

(118 citation statements)

References 34 publications

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“…The TM field is also often accused of being US-centric (e.g., Collings et al, 2011;McDonnell et al, 2012). In our bibliometric analyses, we found however that TM research has been published from 35 different countries.…”

Section: Country Representationmentioning

confidence: 59%

“…In 2008, the number of published articles rose markedly, with 16 articles appearing that year-mostly due to the publication of the two first special issues on TM (i.e., D'Annunzio-Green, Maxwell, & Watson, 2008;Reilly, 2008)-although it declined again in 2009 (i.e., 2 articles). From 2010 to 2014, a gradual increase in publications can be observed, with "peaks" attributable to the six more recent special issues that have appeared (i.e., Al Ariss, Cascio, & Paauwe, 2014;Collings, Scullion, & Vaiman, 2011;Dries, 2013b;McDonnell, Collings, & Burgess, 2012;Scullion, Collings, & Caligiuri, 2010;Vaiman & Collings, 2013), especially noticeable in 2013 (i.e., 35 articles, which corresponds to 25% of all publications on TM that have appeared to date). As is clear from our analyses, the special issues listed above have produced a significant share of the TM literature: 56 articles (40% of the articles in our database), of which 13 in , 9 in 2010, 5 in 2011, 13 in 2013, and 11 in 2014(published before May 2014.…”

Section: Bibliometric Analysis Publication Volumementioning

confidence: 99%

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Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis

Gallardo-Gallardo

Nijs

Dries

et al. 2015

Human Resource Management Review

203

225

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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

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Section: Country Representationmentioning

confidence: 59%

Section: Bibliometric Analysis Publication Volumementioning

confidence: 99%

Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis

Gallardo-Gallardo

Nijs

Dries

et al. 2015

Human Resource Management Review

203

225

View full text Add to dashboard Cite

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“…Her papers mainly help to clarify TM issues at the individual level. So, while the field of TM was being criticized for the dominance of US-based scholars (with their US-based thinking, doing research in US-based organizations) (Collings et al, 2011;Powell et al, 2013;Thunnissen et al, 2013), the data shows that most empirical TM research is mainly conducted by EU-based scholars. Yet, as we will discuss later on, this does not imply that a completely different view on talent and TM is displayed.…”

Section: Discussionmentioning

confidence: 99%

“…US-based organizations, and multinational (MNC's) and private organizations (Collings et al, 2011;Powell et al, 2013). Several authors call for more research on TM in other contexts and advise to contextualize TM in both theoretical frameworks as well as in research design (e.g., Collings et al 2011; Meyers and Van Woerkom, 2013;Thunnissen et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

Standing on the shoulders of giants? A critical review of empirical talent management research

2016

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Structured AbstractPurpose: The paper aims to frame empirical literature on TM, and to provide a clear and comprehensive picture of the topics under investigation, the conceptualization of TM, and under-explored areas.Design/methodology/approach: We adopted a systematic review that covers empirical research on TM which has been published between 2006 and 2014 in academic peerreviewed journals. A total of 96 articles were included in the review. A bibliometric as well as a content analysis has been carried out. Findings:The results reveal that the Anglo-Saxon context (in particular EU) has a great impact on empirical TM research. Also research foundations and designs are not very rigorous. A slight awareness of context and culture was found. Empirical TM research is predominantly built on an exclusive approach to TM. Yet, how TM works in practice and how well (from the perspective of multiple actors) as well as the role and perceptions of line managers are under-explored areas. Practical implications:The paper gives vision and direction to practitioners in particular on the definition of talent and TM.Originality/value: This study frames the extent and nature of empirical research on TM, and it is the first to specifically and objectively examine the advances made in the field and to identify under-explored areas. By doing so, it helps to avoid departing from presumptions and misguided beliefs, to advance our knowledge of TM issues in organizations and regions, and to better channel future research. IntroductionDespite the global financial crisis talent management (TM) remains a critical agenda item for senior managers (Skuza et al., 2013). Employers recognize that an engaged, skilled and motivated workforce is the key to growth and to achieve competitive advantage. The crisis, however, impels organizations to be more creative and effective in their TM approach. Yet, academic research in the field of TM does not give much support in finding the right TM solutions. In fact, research on TM has been accused of lagging behind in offering organizations vision and direction on the matter (Collings et al., 2011; Al Ariss et al., 2014;Cappelli and Keller, 2014). Despite the increasing scholarly attention for TM during the past ten years (Thunnissen et al., 2013), and especially over the course of the past two years (Gallardo-Gallardo et al., 2015), there still is no consensus over its definition, theoretical backgrounds and scope.Besides that, the field has been criticized for focusing on TM issues in a select category of organizations, i.e. US-based organizations, and multinational (MNC's) and private organizations (Collings et al., 2011;Powell et al., 2013). Several authors call for more research on TM in other contexts and advise to contextualize TM in both theoretical frameworks as well as in research design (e.g., Collings et al. 2011; Meyers and Van Woerkom, 2013;Thunnissen et al., 2013). Also the emphasis on the organizational perspective is mentioned as a limitation (Collings, 2014;Thunnissen et al., 2013).F...

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“…This provides us with a welcome opportunity to reflect on the state of talent management as a phenomenon which, as the authors remind us, is at the adolescent stage (Collings, Scullion & Vaiman, 2011) in its development. The main messages from the article are: that there is no one best way of defining talent; that talent management research needs to be less managerialist/unitarist and a more critical, pluralist approach should be taken, with more consideration of issues of both talent management legitimacy and the impact of power relations across its processes; that talent management initiatives can create both economic and non-economic value at societal (macro), organisational (meso) and individual (micro) levels, and that there is an urgent need to take into account talent welfare issues, such as perceived fairness.…”

Section: Introductionmentioning

confidence: 94%

The currency of talent management—A reply to “talent management and the relevance of context: Towards a pluralistic approach”

Tansley

Kirk

Tietze

2013

Human Resource Management Review

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In this paper we provide a commentary on the article in this special issue by [authors' names] on the relevance of context to the field of talent management. We agree that further research is needed to explore the link between macro, meso and micro-level considerations. The authors pose a question in relation to the contribution of talent management to the social and moral development of society; which, for us, raises issues as to the extent to which individual agency in ethical issues is possible in environments designed to regulate and control talent. We concur that a more critical, pluralist approach to talent management scholarship is needed and that talent management should go beyond a mere economic exchange. We suggest, as yet unexplored, notions of strategic exchange, and individual identity provide a richer picture of the employment relationship. Thus this paper raises a number of possible directions for future TM research.

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European perspectives on talent management

Cited by 131 publications

References 34 publications

Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis

Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis

Standing on the shoulders of giants? A critical review of empirical talent management research

The currency of talent management—A reply to “talent management and the relevance of context: Towards a pluralistic approach”

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