Marian Thunnissen

A review of talent management: ‘infancy or adolescence?’

The aim of this paper is to provide a critical review of the academic literature on talent management in search of alternative perspectives. We found three dominant themes: the exploration of the concept of talent (definitions), the intended outcomes or effects of talent management and talent management practices. These themes are explored in more detail, and we discuss possible limitations of the current points of view on talent management. Our main finding was that the current talent management literature has a too narrow and one-dimensional approach. It can be characterized as managerialist and unitarist and has a limited view of the practices and activities of human resources. To broaden this view to a more balanced or pluralistic approach to talent management, we added new perspectives, such as stakeholder theory, multiple goals and an extended consideration of practices. The new perspectives are not only valuable for the development of the field of talent management in general but also essential for a broader theoretical framework for talent management in different contexts.

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...

Talent management: For what, how and how well? An empirical exploration of talent management in practice

Purpose – The purpose of this paper is to identify and explain what happens in practice in TM, in order to contribute to the building of a broader and more balanced theoretical framework for TM in which the impact of the organizational context and its interrelated actors are taken into account. Design/methodology/approach – The empirical data were collected in an explorative, longitudinal study on TM policies and practices in five Dutch university departments. Findings – The two crucial actors in TM – the organization and the talented employee – have a different perception of the intended and actual value of TM. The organization is capable of shaping and implementing a TM system that meets its needs, so from an organizational perspective TM is effective. Since the needs of the talented employees are insufficiently addressed in the intended and actual TM practices, TM has less value for them. Various influence factors at the institutional, organizational and individual level are identified. Research limitations/implications – The study was a first step in opening the “black box” in TM, but several questions on the TM process still remain unanswered. The author therefore encourages more research on the multiple levels in the TM process, and the factors that cause variability. Practical implications – Knowledge of the factors which influence the TM process from strategy to outcomes can help practitioners to build a more effective TM approach. Originality/value – Theoretical approaches from companion academic disciplines are linked to the dominant viewpoints in the TM literature. Moreover, to give counterbalance to the tendency to use universal models to explain TM, this study contextualizes TM. Finally, this study goes beyond a focus on management interests, and investigates to what extent other stakeholders (employees) benefit from TM.