Table of contents - Special Issue: Contextualizing talent management strategy
Guest Editors: Vlad Vaiman, David G. Collings, Hugh Scullion
How do strategic actors think about the value of talent management? Moving from talent practice to the practice of talent
Heba Makram, Paul Sparrow, Kay GreasleyThe purpose of this paper is to examine the perceptions of strategic actors in multinational organisations and to contribute to our understanding of how multinational companies…
The talent climate: Creating an organisational context supportive of sustainable talent development through implementation of a strong talent system
Karin A. KingNavigating a dynamic global landscape, businesses must not only define talent strategy but apply it effectively in practice. By intentionally establishing consistent talent…
Dovetailing talent management and diversity management: the exclusion-inclusion paradox
Dagmar Daubner-Siva, Claartje J. Vinkenburg, Paul G.W. JansenThe purpose of this paper is to adopt a paradox lens for dovetailing the human resource management sub-domains of talent management (TM) and diversity management (DM), in the…
Mapping collaboration networks in talent management research
Eva Gallardo-Gallardo, Liliana Arroyo Moliner, Pedro GalloDespite the popularity of talent management (TM), very little has been published on the community of scholars that contribute to the knowledge base of the field. The purpose of…
A chief HR officer’s perspective on talent management
Lucien AlziariThe HR function has been through a palette of names and identities, with talent management or human capital management being one more. There is a lack of consistency in the way…
ISSN:
2051-6614Online date, start – end:
2014Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Professor Maura Sheehan