Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF GUELPH For Authors:If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comWith over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The paper sets out to understand the key issues that emerge in the context of decision making. Design/methodology/approach -The paper is a literature review. Findings -First, the authors review debates around talent management decision making. Second, they examine some of the main factors currently influencing decision making in talent management. Third, they seek to identify some future research areas that will inform future decision making in talent management. Practical implications -The paper will be of interest to practitioners in designing and developing talent management decision systems. Originality/value -The paper presents a state of the art review of talent management decision marking.

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While talent management has gained a central place in the managerial discourse, academic research in the area has lagged behind. This paper considers talent management with a particular focus on the European context and sets the scene for the special issue which it precedes. Given that much of our understanding of talent management is premised on work by North American colleagues, the paper and special issue are intended to provide a European contribution to the field. We hope that through empirical insights from the European context combined with the theoretical approaches adopted in the various papers, we will at minimum provide a point of departure for the field of talent management in the European context.

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