The purpose of this paper is to study the meaning of talent management (TM) in the context of corporate social responsibility (CSR) and transaction cost theory (TCE). Approach: This is a literature review paper. Findings: The study suggests that, contrary to economical predictions, TM is a socially unpredictable process that has to be based on a clearly articulated and contingent input-output perspective provided by positive CSR strategies. This study shows (against a backdrop of the boundaries of the socially responsible organization) the transactional nature of talent management and highlights the issues that affect the process of talent acquisition, development and retention. The study proposes a CSR driven talent management model, to fill the gap between talent management processes and organization development requirements, that enhances in-house talent satisfaction, engagement and commitment talented employees to continue employment as well as attracting outside talents to the organization. Research limitations: This study is based on theoretical analysis and its assumptions should be tested empirically. Practical implications: The study shows the need for integration of the CSR practices and talent management to decrease transaction costs. The study stresses that CSR-driven TM has to consider the initial growth of transaction costs and their decline at the end of the TM process. Originality/Value of the paper: The study addresses a research gap by integrating TM with CSR and TCE perspectives. It is also suggested that instead of well-developed talent management processes companies have to consider striking a balance between profitability and responsibility to find an appropriate regulator of the future transactions.

Purpose: The purpose of this paper is to show the unexplored relationship between mindful organizing, organizational mindfulness and talent management with regard to its outcomes. Methodology: The paper presents an integrative review of the literature available in relation to talent management and organizational mindfulness and provides the development of a theoretical framework based on integration and synthesis of this literature. Findings: The literature review revealed that organizational mindfulness and mindful organizing belong to the factors which may enhance individual level outcomes of talent management, such us: organizational commitment, motivation to work, extra-role behaviour and this, in turn, results in better organization's performance. Practical implications: In order to enhance the individual level outcomes of talent management, the mindfulness needs to operate across all organizational levels. It should be create by top administrators and translate across organizations' levels by middle managers for the front-line employees. Research limitations:This study is based on theoretical analysis and its assumptions should be tested empirically. Originality/value of the paper: Although the authors indicate many factors that may shape talent management process and its outcomes, the potential infl uence of mindful organizing and organizational mindfulness on talent management outcomes has not been analysed so far, meanwhile these phenomena's have a lot in common with managing talented employees. Therefore, it is expected that mindful organizing (directly) and organizational mindfulness (indirectly) may enhance individual level outcomes of talent management.