The influence of underlying philosophies on talent management: Theory,implications for practice,and research agenda |
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| Affiliation: | 1. Indian Institute of Management Kozhikode, Kunnamangalam, Kozhikode – 673570, India;2. University of Hull, Hull, UK;1. The George Washington University, 2134G Street, NW, Washington, DC 20052, USA;2. Pace University, Lubin School of Business, New York, NY 10038, USA;3. School of Management and Labor Relations, Rutgers University, Piscataway, NJ 08854, USA;4. Lancaster University of Management School, Lancaster LA1 4YX, UK;1. Department of Economics and Business Organization, Faculty of Economics and Business, University of Barcelona, Spain;2. Economics and Business Studies, Universitat Oberta de Catalunya, Barcelona, Spain;3. Research Centre for Organization Studies, Faculty of Economics and Business, Naamsestraat 69, 3000 Leuven, KU Leuven, Belgium;4. Department of Sociology and Organizational Analysis, Faculty of Economics and Business, Av. Diagonal 696, 08034 Barcelona, Universitat de Barcelona, Spain |
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| Abstract: | In order to explain how and why talent management can contribute to a firm's sustained competitive advantage, we need to gain insights into the philosophies about talent that underpin talent management. This article introduces four talent philosophies that vary in their perception of talent as (a) rare (exclusive) or universal (inclusive), and (b) stable or developable: the exclusive/stable; exclusive/developable; inclusive/stable; and inclusive/developable talent philosophy. We discuss basic assumptions, talent-management practices, opportunities, and challenges for each of the four philosophies. Based on this discussion, testable propositions for future research are developed. |
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| Keywords: | HR philosophy Strategic HRM Talent development Talent management Talent philosophy |
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