73 research outputs found
Special issue of International Journal of Human Resource Management. A contextualized approach to Talent Management: Advancing the field
Postprint (published version
Talent management: context matters
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 researchPeer ReviewedPostprint (published version
Standing on the shoulders of giants? A critical review of empirical talent management research
Purpose – The purpose of this paper is to frame empirical literature on talent management (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 – The authors adopted a systematic review that covers empirical
research on TM which has been published between 2006 and 2014 in academic peer-reviewed 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 presumptions and misguided
beliefs, to advance the knowledge of TM issues in organizations and regions, and to better channel future research.Peer ReviewedPostprint (author's final draft
Je droombaan in het hbo? [Blogbericht]
Is dat nou eigenlijk wel leuk, onderzoek doen op een hbo? Die vraag krijg ik geregeld. Zo ook vorige week, tijdens een bijeenkomst waarin we onze inspiratiebundel presenteerden met daarin portretten van wetenschappers die na hun promotie of postdoc periode buiten de wetenschap zijn gaan werken. Ik sta al jaren met het ene been in het wetenschappelijke onderzoek en met het andere in de praktijk (lees: het onderwijs). En ik zou niet anders willen
Waarom talent in teams?
Het betreft een videolecture van 7:57 min waarin drie zaken aan bod komen: Waarom talent in teams? Wat is een team? Zeven kenmerken van ontwikkelingsgerichte teams
Talent, het woord met vele gezichten
Dr. Marian Thunnissen is lector Dynamische Talentinterventies aan Fontys Hogeschool HRM en Psychologie in Eindhoven. Volgens haar
bestaat er verwarring over de definitie van talent en dat komt de invoering van talentmanagement niet ten goede. ln haar lectorale rede geeft zij een overzicht van de wetenschappelijke discussies rond het begrip talent en bouwt tegelijkertijd op naar een definitie die beter
aansluit op de (Nederlandse) praktijk. Voor Personeelbeleid schreef
zij op basis van dat hoofdstuk een doorwrocht artike
Global Talent Management (Global HRM)20122Hugh Scullion and David G. Collings. Global Talent Management (Global HRM)
Effecten van talentgericht werken binnen teams
Het betreft een videolecture van 7:14 min waarin de volgende zaken aan bod komen: effecten talentgericht werken binnen teams, voorwaarden teamgerichte talentbenadering en ondersteuning bij talentgericht werken in teams
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