The DOI matches its Crossref record; 66 of the 66 references it cites were found in a registry or an index.
Talent management: context matters
Open accessAbstract
There is little doubt that the attraction, development, and retention of talent are nowadays one of the most critical challenges faced by companies worldwide. Despite the increasing scholarly attention during the last years many questions remain, particularly, those related to how (and why) talent management (TM) is conceived, implemented and developed within organizations, not to mention about its outcomes or effectiveness. We argue that organizational context has been underappreciated in TM research, which is an omission since context affects the occurrence, meaning and implementation of TM. Therefore, we edited a special issue which seeks to contribute to advance our knowledge of how contextual factors affect the conceptualization, implementation and effectiveness of TM. In this opening article, we offer a brief overview of how context is integrated in previous TM research. We then introduce the four articles in this special issue and their contributions which addresses gap in TM research and, finally, we offer some suggestions on how to improve contextualized TM research.
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Citations
Cites
Armstrong, J. S., & Georgoff, D. M. (1988) · International Journal of Forecasting · doi:10.1016/0169-2070(88)90019-2 · Cited by 17,894
Research in Organizational Behavior
Hammer, E. R., Cummings, L. L., & Staw, B. M. (1984) · The Academy of Management Review · doi:10.2307/258300 · Cited by 10,806
The Essential Impact of Context on Organizational Behavior
Johns, G. (2006) · Academy of Management Review · doi:10.5465/amr.2006.20208687 · Cited by 3,532
Strategic talent management: A review and research agenda
Collings, D. G., & Mellahi, K. (2009) · Human Resource Management Review · doi:10.1016/j.hrmr.2009.04.001 · Cited by 1,837 · cited 1×
“…the systematic attraction, identification, development, engagement, retention, and deployment of those talents which are of particular value to an organization to create strategic sustainable success (e.g. Boudreau & Ramstad, 2005; Collings & Mellahi, 2009; Scullion, Collings, & Caligiuri, 2010).”
BackgroundThe Oxford Handbook of Human Resource Management
(2008) · Oxford University Press eBooks · doi:10.1093/oxfordhb/9780199547029.001.0001 · Cited by 1,023
Tarique, I., & Schuler, R. S. (2010) · Journal of World Business · doi:10.1016/j.jwb.2009.09.019 · Cited by 914
European Journal of International Management
Tavoletti, E. (2017) · U-PAD Unimc - Open Digital Publications (University of Macerata) · Cited by 801
Paauwe, J. (2004) · doi:10.1093/acprof:oso/9780199273904.001.0001 · Cited by 577
Global talent management and global talent challenges: Strategic opportunities for IHRM
Schuler, R. S., Jackson, S. E., & Tarique, I. (2011) · Journal of World Business · doi:10.1016/j.jwb.2010.10.011 · Cited by 545
Iles, P., Chuai, X., & Preece, D. (2009) · Journal of World Business · doi:10.1016/j.jwb.2009.09.014 · Cited by 535
Metadata
- Authors
- Gallardo-Gallardo, E., Thunnissen, M., & Scullion, H.
- Venue
- The International Journal of Human Resource Management
- Publisher
- Informa UK Limited
- Published
- 2019-07-19
- Volume
- 31
- Issue
- 4
- Pages
- 457-473
- ISSN
- 0958-5192 (ISSN-L)
- 1466-4399
- OpenAlex
- W2963497020
- Cited by
- 365
- References
- 66
- FWCI
- 36.68
- Type
- journal article
- Language
- en
- Open access
- bronze
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