Generative Knowledge Interviewing: A method for knowledge transfer and talent management at the University of Michigan

Peet, Melissa R.; Walsh, Katherine Cramer; Sober, Robin; Rawak, Christine S

doi:10.1057/ijea.2010.10

Cited by 22 publications

(23 citation statements)

References 18 publications

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“…(p. 518) Heilmann (2010) "UM Talent Management takes a strategic, comprehensive approach to identifying, evaluating, developing and leveraging the talent resources that help UM perform at its best: talent strategy and planning, recruiting, performance management, learning and development, succession planning, and leadership development." (p. 83) Peet et al (2010) "For the purposes of this research, we refer to talent management as top management's deliberate and organized efforts to optimally select, develop, deploy and retain competent and committed employees who bear significant influence on the overall performance of the organization." (p. 336) Raman et al (2013) "…there has been little research taking a comprehensive view of talent management in emerging markets-i.e., the best practices for the attraction, onboarding, development, appraisal, motivation, retention and/or redeployment of professional talent."…”

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

2016

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“…From a knowledge-perspective, this step focuses on making explicit/visible the implicit part of vision-1 and its satisfiers. For step-2, approaches as generative knowledge interviewing [38] may be helpful.…”

Section: Step-2mentioning

confidence: 99%

Towards a Knowledge-based Theory of Developing Sustainable Visions: The Theory Wave

Kaiser

2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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“…Leynd þekking er skilgreind sem ómeðvituð þekking sem er byggð út frá fyrri reynslu, bakgrunni, innsaei, tilfinningum og dómgreind fólks. Mun erfiðara er að miðla leyndri þekkingu en ljósri (Ingi Rúnar Eðvarðsson, 2004;Nonaka og Konno, 1998;O´Dell og Greyson, 1998;Peet, Walsh, Sober og Rawak, 2010).…”

Section: Inngangurunclassified

Eldri starfmenn og yfirfærsla þekkingar í orkufyrirtækjum

Stefánsdóttir¹,

Eðvarðsson²

2016

TVE

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ÁgripMarkmið greinarinnar er að kynna rannsókn á því hvernig íslensk orkufyrirtaeki standa að yfirfaerslu þekkingar eldri starfsmanna til þeirra yngri áður en þeir fyrrnefndu haetta störfum. Efnið hefur lítið verið rannsakað hér á landi og er rannsókninni aetlað að baeta við fraeðilega umfjöllun á sviðinu, auka vitund fyrirtaekja um mikilvaegi yfirfaerslu þekkingar og til að stjórnendur geti nýtt niðurstöðurnar í starfi sínu. Rannsóknin byggðist á hálfstöðluðum viðtölum við 18 verk-og taeknifraeðinga og stjórnendur. Helstu niðurstöður eru að íslensk orkufyrirtaeki hafa ekki mótað markvissa stefnu um yfirfaerslu og varðveislu þekkingar, þó svo að sum þeirra hafi hafið undirbúning hennar. Viðmaelendur voru sammála um að besta aðferðin við yfirfaerslu þekkingar vaeri að eldri og yngri starfsemenn ynnu saman að verkefnum. Forsenda þess að þar takist vel til er vilji einstaklinga til að miðla, traust og gott samband á milli eldri og yngri starfsmanns og nálaegð hvors við annan. Einnig þurfa stjórnendur að hvetja til miðlunar þekkingar. Helstu hindranirnar við miðlun þekkingar voru tímaskortur, verkefnaálag og skortur á markvissu verklagi. Ekki var mikill munur á viðhorfi eldra og yngra starfsfólks til þeirra þátta sem snúa að yfirfaerslu þekkingar. AbstractThe aim of the article is to present an investigation into how Icelandic energy companies bring about the transfer of knowledge from older employees to young recruits before the former retire from work. The subject has not been studied in Iceland so the aim of this research is to improve the academic discussion on the matter, increase the companies' awareness of the importance of knowledge transfer and for managers to be able to use the findings to work more effective on the issue. The research is based on semi-structured interviews with 18 engineers, technical specialists and members of managerial staff. The main conclusions are that Icelandic energy companies have not formulated a targeted strategy on the transfer and preservation of knowledge, although some of them have launched preparations in this regard. The respondents agreed that the best method of knowledge transfer comprises cooperative projects involving both younger and older workers. A prerequisite for success here is the willingness of individuals to mediate knowledge, trust between participants and a positive contact and connection between older and younger workers involved in close cooperation. Managers must also actively encourage the mediation of knowledge. The main barriers to the mediation of knowledge were lack of time, workload and inadequate work planning. There

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Generative Knowledge Interviewing: A method for knowledge transfer and talent management at the University of Michigan

Cited by 22 publications

References 18 publications

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

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

Towards a Knowledge-based Theory of Developing Sustainable Visions: The Theory Wave

Eldri starfmenn og yfirfærsla þekkingar í orkufyrirtækjum

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