This position paper presents the state-of-the art of the field of workplace commitment. Yet, for workplace commitment to stay relevant, it is necessary to look beyond current practice and to extrapolate trends to envision what will be needed in future research. Therefore, the aim of this paper is twofold, first, to consolidate our current understanding of workplace commitment in contemporary work settings and, second, to look into the future by identifying and discussing avenues for future research. Representative of the changing nature of work, we explicitly conceptualize workplace commitment in reference to (A) "Temporary work", and (B) "Cross-boundary work". Progressing from these two themes, conceptual, theoretical and methodological advances of the field are discussed. The result is the identification of 10 key paths of research to pursues, a shared agenda for the most promising and needed directions for future research and recommendations for how these will translate into practice. ARTICLE HISTORY

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Purpose-The purpose of this paper is to contribute to the development of a deeper understanding of the conceptual and empirical boundaries of talent management (TM) so that scholars and practitioners may enhance their knowledge of what TM actually is and how it is carried out. Design/methodology/approach-A comparative study was conducted of the TM practices of 30 organizations based in Sweden. Data were collected through in-depth interviews with 56 organizational representatives. The transcribed interviews were analyzed using qualitative content analysis. Findings-The findings comprise a typology consisting of four distinct TM types that exist in practice: a humanistic type, a competitive type, an elitist type and an entrepreneurial type. Descriptions are provided that probe into how specific practices are differently shaped in the different types. Research limitations/implications-The study design enabled the generation of an empirically rich understanding of different TM types; however, it limited the authors' ability to draw systematic conclusions on the realized outcomes of different types of TM. Practical implications-The descriptions of different TM types give practitioners insight into how TM may be practiced in different ways and point to important decisions to be made when designing TM. Originality/value-The paper addresses two main shortcomings identified in the academic literature on TM: conceptual ambiguity and the paucity of in-depth empirical research on how TM is carried out in actual organizational settings. The empirically derived typology constitutes an important step for further theory development in TM.

This study aimed to investigate the role that a professionalized context plays in shaping employee reactions to talent management decisions. We examined the mediating role of felt obligation in the relationship between talent ratings and organizational citizenship behavior. Further, the study tested whether professional identification moderates the relationship between talent ratings and felt obligation towards the organization. Five hundred and ninety-eight teachers that had recently received ratings of their talent status responded to a survey questionnaire. Felt obligation mediated the relationship between talent ratings and organizational citizenship behavior. Furthermore, professional identification moderated the relationship between ratings of potential and felt obligation in such a way that the relationship was strongest for the teachers expressing the lowest professional identification. At high levels of professional identification, the relationship was not significant. These results indicate that conventional talent management might be less effective for increasing favorable attitudes and behaviors among employees in highly professionalized contexts, such as the education sector.

This study examines how identification with management and the organization explains the relationship between talent status, organizational citizenship behavior towards the organization (OCB-O) and the supervisor (OCB-S), and turnover intention. Using archival and survey data (N ¼ 597), we tested two competing models: a parallel and a serial mediation. Results supported serial mediation of management identification through organizational identification; management identification was the most predictive mediator overall. We also found different exchange dynamics depending on the focus of the identification (management or organization) and their corresponding outcomes (OCB-S and OCB-O); OCB-S was most strongly related to management identification. We contribute to the literature by integrating concepts and assumptions from social identity and social exchange theory, and advancing the understanding about employee reciprocation of symbolic resources such as talent status. Practical implications, in particular about encouraging 'pre-identification' with management in order to ensure talents' continued extra-role behavior and retention, are spelled out.