Talent management: Current theories and future research directions
By Akram Al Ariss, Wayne F. Cascio, J. Paauwe. 2014
510 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/2bdb68e7e011288c98504adff3356327a45eea18
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
- David G. Collings
- Mehmet Demirbag
- Ekrem Tatoğlu
- Alison J. Glaister
- Wayne F. Cascio
- Kamel Mellahi
- M. Thunnissen
- Eva Gallardo-Gallardo
In Social Psychology
Citations in the corpus
- HRM and Performance – The Role of Talent Management as a Transmission Mechanism in an Emerging Market Context (2018, unknown): “Yet many organisations still consider talent a short term concern (Guthridge et al., 2008) and scholarly research suggests a disconnect between TM and organisational strategy (Chadee and Raman, 2012, Al Ariss et al., 2014).”
- Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective (2018, background): “…GLOBAL TALENT MANAGEMENT GTE Management and Performance in MNEs 5 Given the lack of clarity over the intellectual and conceptual boundaries of GTM (Al Ariss et al., 2014; Cascio & Boudreau, 2016; Schuler et al., 2011; Scullion et al., 2010), it is important to be explicit about how we define it.”
- Standing on the shoulders of giants? A critical review of empirical talent management research (2016, background): “In fact, research on TM has been accused of lagging behind in offering organizations vision and direction on the matter (Collings et al., 2011; Al Ariss et al., 2014; Cappelli and Keller, 2014).”
- Talent management motives and practices in an emerging market : a comparison between MNEs and local firms (2016, background): “As TM is contingent upon corporate strategy, labour market supply, governmental initiatives and institutional drivers (Chabault et al., 2012; Iles, 2013; Al Ariss et al., 2014; Joyce & Slocum, 2012), it is important to consider the idiosyncrasies of Turkey’s operating environment.”