Talent management and dynamic view of talent in small and medium enterprises

Krishnan, T. N.; Scullion, Hugh

doi:10.1016/j.hrmr.2016.10.003

Cited by 212 publications

(244 citation statements)

References 78 publications

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“…Second, we found that HR managers of relatively smaller organizations were more likely to hold an inclusive talent philosophy, whereas HR managers of larger organizations were more likely to hold an exclusive talent philosophy. This may be related to their respective exposure to inclusive TM in smaller organizations (Festing et al, 2013) or exclusive TM in larger organizations (Krishnan & Scullion, 2017). Such exposure can affect mental models which are shaped in constant interactions between individuals and the environments they are in (Hodgkinson & Johnson, 1994).…”

Section: Discussionmentioning

confidence: 99%

HR managers’ talent philosophies: prevalence and relationships with perceived talent management practices

Meyers

Woerkom

Paauwe

et al. 2019

The International Journal of Human Resource Management

111

128

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HR managers have different beliefs about the nature, value, and instrumentality of talent-referred to as 'talent philosophies'. In line with cognitive psychology, we reason that talent philosophies are similar to mental models that influence how HR managers interpret and use talent management (TM) practices within their organizations. In this article, we explore the prevalence of four different talent philosophies (exclusive/stable; exclusive/developable; inclusive/stable; inclusive/developable) in a sample of 321 HR managers. We then explore how talent philosophies relate to organizational context (i.e. size, ownership form, multinational orientation) as well as to HR managers' perceptions of their organization's TM practices. Cluster analysis corroborated the presence of the four talent philosophies in our dataset. All four talent philosophies were represented almost equally often in the overall dataset. Organizational size was found to be related to talent philosophies, such that HR managers who worked in smaller organizations were more likely to hold an inclusive talent philosophy. We also found support for the relationship between talent philosophies and perceptions of the exclusiveness or inclusiveness of the organization's definition of talent, and its degree of workforce differentiation. Contrary to expectations, results did not support a link between talent philosophies and perceived talent identification criteria. ARTICLE HISTORY

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Section: Discussionmentioning

confidence: 99%

HR managers’ talent philosophies: prevalence and relationships with perceived talent management practices

Meyers

Woerkom

Paauwe

et al. 2019

The International Journal of Human Resource Management

111

128

View full text Add to dashboard Cite

show abstract

“…The study has therefore extended our knowledge of the previously limited set of practical barriers that SMEs and international entrepreneurs face. Previous studies were limited to economic and financial constraints (Naldi, Nordqvist, Sjöberg, & Wiklund, ) without highlighting how innovation and skills' development constraints (Krishnan & Scullion, ; Booltink & Saka‐Helmhout, ) are captured in a model that could practically help resolve SMEs' internationalization barriers. Focusing on the politico‐economic and social aspects of internationalization can help in this direction.…”

Section: Discussionmentioning

confidence: 99%

Using the “best‐fit” approach to investigate the effects of politico‐economic and social barriers on SMEs' internationalization in an emerging country context: Implications and future directions

Mendy

Rahman

Bal

2020

Thunderbird Intl Bus Rev

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The way this study has used the "best-fit" approach has facilitated the investigation of how three hypothesized constructs of political, economic, and social barriers can deepen our knowledge of their impacts on small and medium-sized enterprises (SMEs)' internationalization within a small developing country context. Based on a quantitative analysis of the three hypothesized barriers, we used the "best-fit" approach to measure the extent to which the SMEs' internal variables like people, products, services, and practices might best fit some of the people and non-people factors external to the businesses. The application of the "best-fit" approach onto the three hypotheses-politics (H1), social (H2), economics (H3), helped us in explaining the major social and politico-economic barriers faced by a developing economy' (Bangladeshi) SMEs' internationalization despite previous literatures' emphasis on the impacts of globalization, market drivers or their oversight. Based on the findings, we point to future research trajectory. This study used primary survey data from 212 Bangladeshi SMEs and successfully validated an HR model by using Smart PLS3 software. The results from the hypotheses were used to produce the HR model to help SMEs identify the significance of people and economic factors and propose these aspects for inclusion in the "best-fit" approach, SME, and globalization research. K E Y W O R D Sbest-fit approach, developing country, HR model, internationalization, SMEs

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“…We ask the research question “what are the people and institutional barriers in entering foreign markets for Bangladeshi SMEs?” Some scholars have mapped out the evolutionary journey HRM has witnessed over the decades and the contribution of strategy (Ulrich & Dulebohn, ). Others have identified and discussed the potential impacts of technology on HRM practices (Stone et al, ) and the way organizations manage talent either in SMEs (Krishnan & Scullion, ) or large MNCs (Festing, Schafer, & Scullion, ; Morley, Scullion, Collings, & Schuler, ). Although most studies in this area focus predominantly on MNCs there is a need to highlight what has been happening in SME and entrepreneurship studies.…”

Section: Introductionmentioning

confidence: 99%

Application of human resource management's universal model: An examination of people versus institutions as barriers of internationalization for SMEs in a small developing country

Mendy

Rahman

2018

Thunderbird Intl Bus Rev

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Although the importance of people and institutions has been highlighted in multinational enterprise studies, the association between people, institutions, and the internationalization of small to medium-sized enterprise (SMEs) is an underexplored issue from the context of a small developing country. We examine theories subsumed under the Universal Model of human resource management (HRM) onto SMEs to study the hypothesized people and institutionally orientated barriers posed to SMEs' internationalization. Using quantitative analysis, the impacts of the barriers on internationalization are highlighted with particular attention to employer attractiveness. Following extant literature review, this study has used primary data collected through questionnaires from 212 Bangladeshi SMEs. We developed and validated the partial least square-based structural equation model (PLS-SEM) to assess the impacts and successfully framed people versus institutional barriers as a second-order hierarchical reflective model, which has not been done previously. Given their marginal significance over institutions, people-oriented cultural barriers should be included as an extension of the Universal Model to study SME internationalization.

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Talent management and dynamic view of talent in small and medium enterprises

Cited by 212 publications

References 78 publications

HR managers’ talent philosophies: prevalence and relationships with perceived talent management practices

HR managers’ talent philosophies: prevalence and relationships with perceived talent management practices

Using the “best‐fit” approach to investigate the effects of politico‐economic and social barriers on SMEs' internationalization in an emerging country context: Implications and future directions

Application of human resource management's universal model: An examination of people versus institutions as barriers of internationalization for SMEs in a small developing country

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