| Descript |
1 online resource (395 pages) |
| Content |
text txt |
| Media |
computer c |
| Carrier |
online resource cr |
| Contents |
Cover -- Half Title -- Series Information -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Figures -- Tables -- Foreword -- Contributors -- 1 Contemporary Talent Management: An Introduction -- Conceptual and Intellectual Boundaries of Talent Management -- Intellectual Boundaries of Talent Management: Contemporary Talent Management -- Section I -- Section II -- Acknowledgments -- Author Bio -- Note -- References -- Section I The Processes of Talent Management -- 2 Talent Acquisition and Executive Search Firms -- Introduction -- What Roles Do Search Firms Play? -- Mediator and Coordinator -- How Do Search Firms Shape the Talent Acquisition Process? -- Impact of Search Firms On Executives' Access to Jobs -- Facilitating the Turnover of Passive Candidates -- Favoring Executives From Certain Demographic Groups -- A Preference for Executives Who "Fit" the Hiring Firm -- A Preference for Candidates With Certain Idiosyncratic Hard Skills -- Executives' Pay Level at the New Employer -- Future Research On Executive Search Firms -- Future Research On the Impact of Search Firms On Individuals (Individual Level of Analysis) -- Voluntary Turnover -- Yet Unexplored Drivers of Career Success -- Job Transitions -- Future Research On the Impact of Search Firms On Organizations (Organizational Level of Analysis) -- Impact of Search Firms On Organization's Talent Acquisition Strategy -- Impact of Search Firms On Firm-Level Outcomes -- Conclusions -- References -- 3 Talent Management: Insights From the Study of Giftedness and Implications for High Performance in the Business Domain -- study of Giftedness: a Historical Perspective -- the Megamodel of Talent Development -- definition of Talent in Business -- the Megamodel of Talent Development in the Domain of Business -- future Research -- Early Indicators of Talent -- The Role of Interventions. |
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The Nature of Trajectories in Business -- How Can Business Schools Do Better at Identifying Talent? -- Role of Psychosocial Skills -- How Does the Mega Model Apply to Various Subfields of Business (E.g., Finance, Entrepreneurship, Management)? -- references -- 4 Talent Management and Managing Diverse Talents -- Introduction -- Diversity in the Labor Market and Exclusive/Inclusive Talent Management Approaches -- Exclusionary Talent Management Agenda and Practices -- Neglected Themes Within Talent Management -- Inclusive Talent Management Activities -- Cases Description and Methodology -- Talent Management in IKEA Denmark -- Talent Strategies at the Danish National Symphony Orchestra -- Concluding Comments: Talent Strategies for Organizational and Labor Market Equality -- Note -- References -- 5 Talent Management and Gender Influences: A Discussion of Gender-Sensitive Talent Management -- Introduction -- The Traditional Target Groups of Talent Management-Hidden Assumptions -- Career Concepts and Career Stages That Are Relevant for Gender-Sensitive Talent Mangement -- Insights On Work Decision-Making for Gender-Sensitive Talent Mangement -- National Culture, Society, and the Labor Markets -- The Perception of Company-Specific Rules and Career Opportunities From the Employee Perspective -- The Individual's Role, Identity, and Background -- Discussion and Propositions for Gender-Sensitive Talent Mangement -- Proposition 1: Signaling -- Proposition 2: A Larger Scope -- Proposition 3: Individualized Measures -- Areas for Further Research -- Conclusion -- References -- 6 Managing Talent in the Context of an Aging Global Workforce: Emerging Challenges -- Introduction -- Literature Review -- Talent Management in the Context of an Aging Workforce -- Major Trends and Themes -- The Aging Workforce -- Challenge #1. Talent Retention. |
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Challenge #2. Loss of Knowledge: Need for Knowledge Transfer -- Challenge # 3. Barriers: Stereotypes and Discrimination -- Challenge # 4. Early-Retirement Schemes -- Areas for Further Research -- Conclusion -- References -- 7 A Wisdom-Based Approach for Developing Globally Talented Leaders -- The Nature and Importance of Modern Global Leadership -- The Multiple Dimensions of Global Leadership Wisdom -- The Conceptualization of Global Leadership Wisdom as "Talent" -- The Intersection of Global Leadership Wisdom Talent With Core GTM Developmental Practices -- Developing Leadership Logic Talent -- Developing Leadership Aesthetics Talent -- Developing Leadership Ethics Talent -- Developing Leadership Metaphysics Talent -- Developing Leadership Epistemology Talent -- Developing Leadership Politics Talent -- Developing Together: Leadership Wisdom Meta-Talent -- Research Issues and Agenda -- References -- 8 Learning Agility: Conceptualization and Application in Contemporary Talent Management -- The Talent Management Imperative for Learning Agility -- High-Potential Programs in Strategic Talent Management -- Learning Agility for High-Potential Identification -- Other Applications of Learning Agility -- The Origin of Learning Agility and Empirical Findings -- Experiential Learning to Leadership Development -- Theoretical Explanation of the Relationship Between Learning Agility and Potential -- Empirical Findings -- Conceptual Clarity of Learning Agility -- Definitional Bandwidth of Learning Agility -- A New Conceptual Framework of Learning Agility -- Components of Learning Agility -- Domains of Learning -- Nine Facets of Learning Agility -- Discussion -- Directions for Future Research -- Conclusion -- References -- 9 Designing Talent Management Strategies: All Millennials Are Not the Same -- Introduction -- Describing Millennials -- Health -- Self-Evaluation. |
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Social and Environmental Orientation -- Economics -- Beliefs About the Workplace -- Work-Life Balance -- Retention -- Desire for Meaningful Work -- Desire for Development -- Economic Situation -- Organizational Culture -- Even So, Millennials Are Not All That Different -- Talent Management Strategy Should Look to Other Differentiating Factors -- Life Stage -- Organizational Level -- Career Stage -- Occupation -- talent Management Strategies for Addressing Millennials -- Align the Culture -- Create a Community Bond Within the Organization -- Ensure Good Management and Leadership -- Endorse Work-Life Balance and Flexibility -- Provide Learning Opportunities and Good Compensation -- areas of Further Research -- conclusion -- references -- 10 Employee Engagement as a Talent Management Imperative -- Employee Engagement -- Employee Engagement and Talent Management -- Employee Engagement and the Three Components of the Talent Management System -- Attracting an Engaged Workforce -- Selecting an Engaged Workforce -- Retaining an Engaged Workforce -- Potential Downsides to Engagement? -- Areas for Additional Research -- Global Talent Management -- Individual Differences in Engagement -- Conclusion -- References -- Section II The External and Internal Contexts of Talent Management Processes -- 11 Embodiment of Talent Management Within Entrepreneurship: A Bibliometric Approach -- Introduction -- Talent Management and Entrepreneurship -- Talent Management: Definitions and Concepts -- Talent Management in Organizational Context -- Entrepreneurship -- Definitions and Concepts -- Entrepreneurship in an Organizational Context -- How Talent Management Can Support Entrepreneurship -- Methodology -- Connections Among Keywords -- Contributing Authors -- Evolution Over Time -- Specific Areas for Future Expansion -- Conclusion -- Limitations -- References. |
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12 Principles of Talent Management in Small Business Enterprises -- Introduction -- Relevance and Uniqueness of SMEs -- Small Enterprises, Small Literature: Literature Review of Talent Management in SME -- The Boundaries of Talent Management in SMEs -- Inclusiveness Or Exclusiveness of Talent Management -- Focus of Workforce Differentiation: Positions Or Individuals? -- Talent Management Systems in SMEs: How SMEs Attract and Retain Talent -- Talent Attraction -- Talent Retention -- Further Research in Talent Management in SMEs -- Theoretically Strong Research -- Methodologically Sound Research -- Acknowledging SMEs Dynamics in Talent Management -- Talent Management Conceptualization -- Conclusions -- References -- 13 Talent Management for Intrapreneurship: Taking Stock of the Current State of the Field and Developing Avenues for Future Research -- Introduction -- Conceptualizing Intrapreneurship -- Talent Management and Intrapreneurship -- Methods -- Findings -- Attracting Talent -- Developing Talent -- Identification of Intrapreneurial Competencies -- Equipping Talent With Intrapreneurial Competencies -- Effectiveness of Intrapreneurial Training Programs -- Mobilizing Talent -- Interpersonal Management -- Organizational Design -- Retaining Talent -- Talent Management Practices for Intrapreneurship -- Conclusions, Further Research, and Limitations -- Areas for Further Research -- Limitations -- Notes -- References -- 14 Global Talent Management of Skilled Migrants: Current and Future Research -- Introduction -- Defining Global Talent Management and Skilled Migrants -- Global Talent Management -- Skilled Migrant -- Skilled Migration in Numbers -- Skilled Migrants in the Management Literature -- Micro-Individual Level -- Meso-Organizational Level -- Macro-Contextual Level -- Examples of Theoretical Frameworks Used in Current Research to Link GTM and SM. |
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Review of Human Capital Theory With Regard to Skilled Migrants. |
| ISBN |
9781000441963 (electronic bk.) |
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