Beyond competing for talent: an integrative framework for coopetition in talent management in SMEs

Abstract

Purpose This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic. Design/methodology/approach This conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, the authors take an interorganisational talent pool lens and develop a framework following the principles of open-systems theory. Findings The authors find that the traditional use of talent pools is often impractical for SMEs because of a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. The authors identify potential for SME coopetition at various stages, including attraction, development and retention of talent. Practical implications Coopetition in talent management can aid industries in establishing market-thickening pipelines. Through co-attracting, co-developing and co-retaining talent, SMEs can create interorganisational talent pools. To develop talent management coopetition, a set of prerequisites, catalysts and potential inhibitors must be analysed and managed. Originality/value This paper moves the talent management debate beyond competition for talent, introducing coopetition as a viable alternative. Taking an open-systems perspective, the authors develop an integrative framework for coopetition in talent management in SMEs encompassing input, process and output components. The authors reveal the dynamic and complex nature of this coopetition process, highlighting the essential role of coopetition context and illustrating open-system principles.

Retaining talented employees during COVID-19 pandemic: The leverage of hotel pandemic response strategies

“…The criteria to select talent respondents were guided by the literature on talent management and by the recommendation of the head of HR or the heads of talent management. Consistent with talent management literature, the study used the following criteria: (a) being a manager or employee with high potential and high performing; (While specific definitions depend on organisational contexts, a strong focus is placed on high performers and/or high potentials); (b) having at least 12 months of experience in the organization, and (c) being retained during the COVID-19 pandemic period consistent with the study context to examine the relationships of response strategies with talent retention ( Collings and Mellahi, 2009 ; Jooss et al, 2019 , 2022 ; Kravariti, et al, 2022 ; Mai and Thuy 2021 ; Tansley, et al, 2007 ; Zhang et al, 2014 ).…”

“…Both the talent management and hospitality literature reveal a lack of clarity, conceptualisation and theorisation, along with a significant lack of empirical evidence with regard to the talent definition and identification processes (criteria) ( Jooss, et al, 2019 , 2022 ; Kravariti, et al, 2022 ). It also found that talents differ to an extent across the various hospitality and tourism sectors and countries, suggesting that talent’s operationalisation is context-dependent.…”

“…country, industry, sector) impacts the operationalisation of talent and talent management processes (criteria). The definition and identification of “talent” (criteria) depend quite a lot on the approaches of the researcher, the context, and the specifics of the organisation ( Mai and Thuy, 2021 ; Jooss et al, 2022 ; Kravariti et al, 2022 ). While talent definition and identification (criteria) depend on organisational contexts, a strong focus is placed on high performers and/or high potentials ( Collings and Mellahi, 2009 ; Jooss et al, 2019 , 2022 ).…”

“…The definition and identification of “talent” (criteria) depend quite a lot on the approaches of the researcher, the context, and the specifics of the organisation ( Mai and Thuy, 2021 ; Jooss et al, 2022 ; Kravariti et al, 2022 ). While talent definition and identification (criteria) depend on organisational contexts, a strong focus is placed on high performers and/or high potentials ( Collings and Mellahi, 2009 ; Jooss et al, 2019 , 2022 ). Talent is predominantly viewed as high-performing, high-potential talent, which can contribute considerably to the organisation.…”

“…The talent shortage problem could cost the global economy 14 million jobs and nearly US$610 billion in GDP by 2024 ( WTTC, 2015 ). It could mean a significant loss of presently qualified talent and the loss of an irreplaceable future asset for all stakeholders ( Fuentes, 2021 ; Jooss et al, 2019 , 2022 ; Kravariti et al, 2022 ).…”