Contributions Of Talented People To Knowledge Management

This study focuses on major issues of talent management (TM) with respect to knowledge management (KM). Under the effect of the economic paradigm shift toward a knowledge-based economy, multiple human changes occurred and new challenges related to human capital and talent management requires new research in the field. The purpose of the article is to identify what are the contributions of “People hold a Job that require a High Level of Talent” (PJHLT) to knowledge management in terms of contribution to the value chain, to the creation, to the collective effort, to long distance dynamics, to absorption, transfer and learning, to innovation, and to the relationship with customers.   This article develops a hypothetic-deductive study on individuals’ self-perception regarding talent requirements at their jobs. We used quantitative data collection in the cluster of Grenoble in France specialized in micro-nano technologies and software. 111 organizations and 566 people contributed to the study. We identified three main findings. First, PJHLT are also more likely to be involved in exploration rather than examination. Second, PJHLT are more likely to be able to absorb, transfer, and learn within long-distance and knowledge-rich dynamics. Third, PJHLT are more likely to be involved in the creation of knowledge rather than in the use of knowledge, which may lead to frustration due to a perception of an unfair distribution of wealth. We identified limitations in our study related to the measurement of subjective variables, the lack of generalization, and the focus on the contribution as one aspect of talent. Addressing an original topic related to both talent management and knowledge management; we finally identify paths for further studies

Talent and leadership development practices as drivers of intention to stay in Lebanese organisations: the mediating role of affective commitment.

This paper examines the relationships among investment in talent and leadership development practices in Lebanese organisations and two behavioural outcomes, affective commitment and intention to stay. Affective commitment is expected to mediate the relationship between talent and leadership development practices and intention to stay. We found that both talent and leadership development practices were positively related to intention to stay and affective commitment. We also found that affective commitment partially mediated the relationship between talent development and intention to stay and fully mediated the relationship between leadership development and intention to stay. The research and practice implications of the study findings are discussed