Purpose: The mainstream literature presents the involvement of line managers (LMs) in Talent Management (TM) as a multi-dimensional concept that includes, among other things, the prescribed and actual dimensions of involvement, the analysis of which would best be supported by a unified framework. However, the literature shows a lack of unified framework for analysing the varied dimensions of involvement as the existing ones are fragmented. The paper aims to inductively generate a unified framework for analysing the prescribed and actual involvement of LMs in TM in the Case Study Organisation (CSO).
Design/Methodology/Approach: We adopted an inductive, qualitative and embedded singe case study. Semi-structured interviews were conducted with forty-seven (47) key stakeholders at different levels of the CSO alongside document analysis.
Findings: The study generated a coalesced framework that combines Cascon-Pereira and Valverde (2014) Four-dimensional framework (FDF), Teague and Roche (2012) Three-dimensional framework (TDF), and institutional isomorphism concept (DiMaggio and Powell 1983) for analysing the prescribed and actual involvement of LMs in TM in CSO.
Limitation: The results are limited to the CSO as this was a single case study.
Originality/value: The study extends the boundaries of using FDF, TDF and institutional isomorphism concept (DiMaggio and Powell 1983) by merging them into a coalesced framework to analyse the prescribed and actual involvement of LMs in TM in CSO. Thus, the framework bridges the gap between theory and practice within the TM domain
