<abstract xmlns="http://www.w3.org/1999/xhtml">

<p>Although talent is considered imperative for gaining a competitive advantage, talent management programs’ effectiveness is unknown. It is believed that consensus on a strong theoretical underpinning for identifying talent and its general definition is yet to be achieved among academia and practitioners. This lack of integration and agreement on a single definition among scholars lead to more confusion which inhibits the advancement of talent management scholarship. The notion also requires renewed attention in the post-pandemic era because everything may not go back to normal as pre-pandemic. This study addresses the gap and focuses on reviewing the existing scholarship on talent definitions and its conceptualization in one place. The study also aims to present the potential implications of talent definition on talent management practices. Among the various implications discussed, it is argued that a single approach to talent definition makes the company vulnerable as it is not using the full potential of talent management. Finally, based on this in-depth review, the study will highlight potential critical research areas towards which the scholarship of talent may be extended.</p>
</abstract>

Although talent is considered imperative for gaining a competitive advantage, talent management programs’ effectiveness is unknown. It is believed that consensus on a strong theoretical underpinning for identifying talent and its general definition is yet to be achieved among academia and practitioners. This lack of integration and agreement on a single definition among scholars lead to more confusion which inhibits the advancement of talent management scholarship. The notion also requires renewed attention in the post-pandemic era because everything may not go back to normal as pre-pandemic. This study addresses the gap and focuses on reviewing the existing scholarship on talent definitions and its conceptualization in one place. The study also aims to present the potential implications of talent definition on talent management practices. Among the various implications discussed, it is argued that a single approach to talent definition makes the company vulnerable as it is not using the full potential of talent management. Finally, based on this in-depth review, the study will highlight potential critical research areas towards which the scholarship of talent may be extended.

Who is talent? Implications of talent definitions for talent management practice

Poznań University of Economics and Business

Naveen Jindal School of Management, Department of Organizations

Strategy and International Management, The University of Texas at Dallas

Naveen Jindal School of Management, Department of Operations Management

Economics and Business Review

This work is licensed under the Creative Commons Attribution 4.0 International License.

{"article-title":"Who is talent? Implications of talent definitions for talent management practice"}

Although talent is considered imperative for gaining a competitive advantage, talent management programs’ effectiveness is unknown. It is believed that...

Who is talent? Implications of talent definitions for talent management practice

Data publikacji: 11 sty 2023

Zakres stron: 136 - 162

Otrzymano: 15 wrz 2022

Przyjęty: 01 gru 2022

DOI: https://doi.org/10.18559/ebr.2022.4.7

Słowa kluczowe
talent management, human capital, human resource management

© 2022 Agnieszka Skuza et al., published by Sciendo

This work is licensed under the Creative Commons Attribution 4.0 International License.

Who is talent? Implications of talent definitions for talent management practice

Data publikacji: 11 sty 2023

Zakres stron: 136 - 162

Otrzymano: 15 wrz 2022

Przyjęty: 01 gru 2022

DOI: https://doi.org/10.18559/ebr.2022.4.7

Słowa kluczowetalent management, human capital, human resource management

© 2022 Agnieszka Skuza et al., published by Sciendo

This work is licensed under the Creative Commons Attribution 4.0 International License.

Słowa kluczowe
talent management, human capital, human resource management