Talent management: advancing the field

Vaiman, Vlad; Collings, David G.

doi:10.1080/09585192.2013.777544

Cited by 81 publications

(63 citation statements)

References 31 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…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%

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

224

View full text Add to dashboard Cite

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

show abstract

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

224

View full text Add to dashboard Cite

show abstract

“…While scholarly interest in TM is increasing (see for example Meyers & van Woerkom, 2014, Minbaeva & Collings, 2013, Nijs et al, 2014, Schiemann, 2014, Sonnenberg et al, 2014, Tatli et al, 2013, Vaiman & Collings, 2013, Skuza et al, 2013, only one third of scholarly output is empirical in nature (Thunnissen et al, 2013). Further, Dries (2013a:273) suggests that "scholarly peer-reviewed literature is still lagging behind".…”

Section: Talent Management Motives and Practices And Practices In An mentioning

confidence: 99%

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

Tatoğlu

Glaister

Demirbağ

2016

Journal of World Business

101

View full text Add to dashboard Cite

show abstract

“…From last few years, in contemporary workplaces especially in emerging economies, practitioners and academia related people have evolved considerably with 'TM' literature (Meyers & Woerkom, 2014;Minbaeva & Collings, 2013;Nijs et al, 2014;Schiemann, 2014;Vaiman & Collings, 2013). A different perspective has been canvassed with different emphases to conceptualize and contextualize 'TM' (Iles, 2013), and huge controversy has been found between researchers with the debate of 'TM'.…”

Section: Talent Management (Tm)mentioning

confidence: 99%

Relationship of External Knowledge Management and Performance of Chinese Manufacturing Firms: The Mediating Role of Talent Management

Ali¹,

Lei²,

Hussain³

2017

IBR

View full text Add to dashboard Cite

For the competitive market, both talent management and knowledge management of employees are key primary resources in organizations. While it is well known that in today's emerging economy, intangible resources like knowledge and human capital seem as the soul of survival; few studies have examined the effect of external knowledge management and talent management strategies in Chinese manufacturing firms. This study tries to bridge this gap by examining the importance of external knowledge management and talent management, Moreover, how this consequence can affect in particular industry for the economic growth of China? Total 249 responses were collected through structured questionnaire from manufacturing organizations located in Shanghai and Suzhou, China. PLS-SEM techniques via Smart-PLS (3.2.4) software has been used to test and validate proposed model and the relationships among the hypothesized constructs. The findings of this study show that external knowledge management (E-KM) and talent management both contributes positively to the performance of manufacturing firms. Moreover, talent management as mechanism demonstrated strong mediation effects between E-KM and performance. In researchers' point of view and results revealed the evidence by linking E-KM with TM-OP and TM as a mechanism between E-KM and OP. Such insights may helpful for managers to target sustainable current and future growth of the organizations and also, to overcome the shortage of talented and qualified worker's issues in fast-growing emerging economies.

show abstract

Talent management: advancing the field

Cited by 81 publications

References 31 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

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

Relationship of External Knowledge Management and Performance of Chinese Manufacturing Firms: The Mediating Role of Talent Management

Contact Info

Product

Resources

About