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PurposeExplores the myth of talent portability and offers implications for human resources.Design/methodology/approachSummarizes the research on whether star performance can be maintained when performers move to new firms.FindingsAdvances the view that performance is largely dependent upon organizational context and, as such, does not transfer to new firms as well as is hoped.Practical implicationsReasons that organizations should focus on developing talent internally while also taking steps to retain that talent.Social implicationsReveals how organizations – and so, indirectly, society as a whole – can benefit to the maximum from their top talent.Originality/valueContends that organizations should abandon recruiting as a primary strategy for acquiring talent. Shows human‐resource managers how to leverage this research to develop and retain talent.

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