How ‘boundaryless’ are the careers of high potentials, key experts and average performers?

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Employee reactions to talent management: Assumptions versus evidence (2018, background): “Similarly, Dries et al. (2012) did not find significant mean differences on career satisfaction when comparing both high potentials (d = .12) and key experts (d = .08) to average performers, but uncovered significant indirect effects of high-potential- (but not key”
Applying a talent management lens to career management: the role of human capital composition and continuity (2013, unknown): “management practices (Dries et al. 2012).”
Why and When Does the Gender Gap Reverse? Diversity Goals and the Pay Premium for High Potential Women (2017, background): “Potential ratings are a cornerstone of talent management (Dries et al., 2012; Lepak & Snell, 1999) and capture evaluations of whether an employee has the abilities needed to reach a high-level position.”