Managing talent in knowledge‐intensive settings

Whelan, Eoin; Collings, David G.; Donnellan, Brian

doi:10.1108/13673271011050175

Cited by 71 publications

(111 citation statements)

References 57 publications

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“…Among the empirical articles, mixed-method studies have been the least frequent (i.e., 11 articles; 7.9%). Sequential mixed-method procedures (that start with exploratory interviews and follow up with a survey) are most commonly found (e.g., Skuza, Scullion, & McDonnell, 2013), while in two papers semi-structured interviews were combined with social network analysis (e.g., Whelan, Collings, & Donnellan, 2010).…”

Section: Preferred Methodsmentioning

confidence: 99%

“…Consequently, TM articles with a KM framework are typically interested in identifying and assessing organizational-level interventions that can facilitate knowledgeintensive organizations in fully exploiting their human resources in order to maximize innovative capabilities. Whelan et al (2010), for instance, in their mixed-method study of 48 engineers combining social network analysis with semi-structured interviews, explore the processes and channels through which valuable knowledge from outside the firm reaches those employees who can exploit that knowledge for innovation purposes. The authors define TM as do Collings and Mellahi (2009)-see earlier in our discussion of the RBV framework-, adding that in knowledge-intensive settings pivotal positions are those that facilitate internal and external knowledge flows ensuring that they reach the right people.…”

Section: Knowledge Management (Km)mentioning

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

206

230

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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: Preferred Methodsmentioning

confidence: 99%

Section: Knowledge Management (Km)mentioning

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

206

230

View full text Add to dashboard Cite

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“…They divided employees into external communication stars who acquire external knowledge and bring it into the organisation, internal communication stars who disseminate knowledge within the organisation, and gatekeepers who have the unusual capability to do bothtasks (Whelan et al, 2010). The literature presents sundry views as to the processes any KMS should incorporate.…”

Section: Knowledge Management Systemsmentioning

confidence: 99%

Knowledge management and measurement: a critical review

Ragab

Arisha

2013

J of Knowledge Management

174

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Purpose – Knowledge is the currency of the current economy, a vital organisational asset and a key to creating a sustainable competitive advantage. The consequent interest in knowledge management (KM) has spurred an exponential increase in publications covering a broad spectrum of diverse and overlapping research areas. The purpose of this paper is to provide a literature review and categorised analysis of the rapidly growing number of KM publications, and offer a comprehensive reference for new-comers embarking on research in the field with a particular focus on the area of knowledge measurement. Design/methodology/approach – A total of 350 articles published in peer-reviewed journals over the last decade are carefully reviewed, analysed and categorised according to their specific subject matter in the KM context. Findings – KM research tends to fall in one of five categories: Ontology of Knowledge and KM, Knowledge Management Systems, Role of Information Technology, Managerial and Social issues, and Knowledge Measurement. Despite the accumulation of extensive publication efforts in some areas, a series of disagreements and a theory-practice gap are revealed as challenging issues that need to be addressed. Research limitations/implications – The scope of this study does not cover KM research in its entirety due to the vast nature of the research field. Originality/value – This paper presents a new birds-eye view of the KM landscape through a novel taxonomy of KM research providing researchers with new insights for future applied research, and offers a comprehensive critical review of major knowledge measurement frameworks.

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“…(Collings & Mellahi, 2009, p. 304) Asag-Gau & Dierendonck (2011) Claussen (2014) Höglund ( Vivas-López (2014) Whelan, Collings, & Donnellan (2010) 'Global talent management includes all organizational activities for the purpose of attracting, selecting, developing, and retaining the best employees in the most strategic roles (those roles necessary to achieve organizational strategic priorities) on a global scale. Global talent management takes into account the differences in both organizations' global strategic priorities as well as the differences across national contexts for how talent should be managed in the countries where they operate.…”

Section: Tm Definition Referencesmentioning

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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Managing talent in knowledge‐intensive settings

Cited by 71 publications

References 57 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

Knowledge management and measurement: a critical review

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

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