2012
DOI: 10.1111/j.1744-7941.2012.00036.x
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Talent management in practice in Australia: individualistic or strategic? An exploratory study

Abstract: Drawing on the results of a qualitative study involving senior human resources (HR) practitioners and executives, this paper explores the nature of talent management in Australia, including whether organisations adopt an 'individualistic' or 'star' perspective or a more systems-level, strategic perspective on talent management. The results suggest that there is heterogeneity in how organisations execute talent management with a spectrum of approaches ranging from what is, in essence, a relabelling of human res… Show more

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Cited by 45 publications
(54 citation statements)
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References 30 publications
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“…There is a wealth of academic research on talent management in various regional contexts (Collings and Mellahi 2009;Cooke 2011Cooke , 2012Jones et al 2012;McDonnell, Collings and Burgess 2012;McDonnell, Stanton and Burgess 2011). The Asia Pacific is an underresearched region in the context of talent management, but is highly diverse with varying levels of economic development.…”
Section: Talent and Reputation In The Asia Pacific: Defining Conceptsmentioning
confidence: 99%
“…There is a wealth of academic research on talent management in various regional contexts (Collings and Mellahi 2009;Cooke 2011Cooke , 2012Jones et al 2012;McDonnell, Collings and Burgess 2012;McDonnell, Stanton and Burgess 2011). The Asia Pacific is an underresearched region in the context of talent management, but is highly diverse with varying levels of economic development.…”
Section: Talent and Reputation In The Asia Pacific: Defining Conceptsmentioning
confidence: 99%
“…Use of this framework can help ensure that talent management practices are more systematic, empirically based and more strategically useful (Jones et al. ) instead of relying on generic, vague prescriptions. Second, task and contextual behaviours can be learned.…”
Section: Discussion Implications and Future Directionsmentioning
confidence: 99%
“…Yet it is apparent that the talent management literature lacks clarity and consistency in how it defines outstanding performance. The term 'talent management' is used to describe: 1) a general rebranding of the HR function, 2) the process of identifying and managing high performers and high-potentials (Jones et al 2012), and 3) the international mobility of workforces (Farndale, Scullion and Sparrow 2010). Consequently it is not surprising that theoretical developments in the area of talent management are lacking and implications for HR practice are scattered and unclear (Collings and Mellahi 2009;Lewis and Heckman 2006;McDonnell, Collings and Burgess 2012).…”
Section: Introductionmentioning
confidence: 99%
“…Which talent management practices in the larger organisation 'travel' to the context of the smaller enterprise? Talent management across geographic regions India (Chadee andRaman, 2012, Sharma, Goel &Rastogi, 2013); Korea: (Tung, Yongsun, & Johngseok, 2013); Spain (Oltra, & Vivas-López, 2013); Italy (Guerci & Solari, 2012); Australia (Jones, Whitaker, Seet & Parkin, 2012) and Russia (Holden & Vaiman, 2013). Employer branding (Albert, Ashforth & Dutton;Ambler, & Barrow, 1996;Backhaus & Tikoo, 2004;Lievens,Van Hoye & Anseel, 2007Elving,Westhoff, Meeusen & Schoonderbeek, 2013.…”
Section: Talent Management Components Suggested Areas For Future Resementioning
confidence: 99%