Talent or not? Employee reactions to talent identification

By Ingmar Björkman, Mats Ehrnrooth, K. Mäkelä, Adam Smale, Jennie Sumelius. 2013

257 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/24d2d81a6fcbe2af9d4f86573c825031a7b71395

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In Gender Studies

In Organizational Behavior and Human Resource Management

Citations in the corpus

Conceptualising inclusive talent management: potential, possibilities and practicalities (2014, background): “However, the talent literature also contains tantalising but passing reference to a contrasting ‘inclusive’ talent management approach (Björkman et al. 2013; Martin, Gollan, and Grigg 2011).”
Talent management, talent mindset competency and job performance: the mediating role of job satisfaction (2015, background): “Recently a micro-level perspective on TM has been reflected by some authors (Björkman et al., 2013; Gelens et al., 2013; Gelens et al., 2014). As Gelens et al. (2014) point out, the impact of TM has mainly focused on outcomes at the macro-level (BethkeLangenegger et al.”
Standing on the shoulders of giants? A critical review of empirical talent management research (2016, background): “For example, in Europe the main researchers’ concern is to explain talent identification, retention, and recruitment, and to a lesser extent the psychological processes behind these practices (e.g., Björkman et al., 2013).”
Talent management motives and practices in an emerging market : a comparison between MNEs and local firms (2016, background): “Through these types of practices MNE subsidiaries are able to develop international careers that create a valuable and hard-to-imitate experience (Stahl et al., 2007; Björkman et al., 2013).”
Employee reactions to talent management: Assumptions versus evidence (2018, background): “, selecting an employee into a talent pool) induce talented employees to reciprocate (Björkman et al., 2013; Du Plessis, Barkhuizen, Stanz, & Schutte, 2015; Gelens, Hofmans, Dries, & Pepermans, 2014; Khoreva & Vaiman, 2015).”
Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective (2014, result): “With respect to whether TM needs to be communicated and whether there are differences in attitudinal or organizational differences, we refer to a recent study by Björkman et al. (2013), who investigated differences in attitudinal outcomes in both employee groups.”
Talent management and organisational justice: employee reactions to high potential identification (2014, background): “Second, the few studies that did examine differential reactions predicated their results upon employees’ own perceptions of being identified as a high potential (or not) (Björkman et al., 2013).”