The psychology of talent management: A review and research agenda

By Nicky Dries. 2013

492 citations recorded by the source corpus.

Subfields: Education, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/90b53b20108a8dd1164cf41d04fd98e698937dab

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Talent management motives and practices in an emerging market : a comparison between MNEs and local firms (2016, background): “Diverse bundles of TM practices within an MNE context serve as ‘acclimatization tools’ and include career portfolio building, mechanisms that facilitate job rotation, as well as internal and external secondments, coaching, mentoring and leadership development programs (Meyers, Van Woerkom, & Dries, ”
HR managers’ talent philosophies: prevalence and relationships with perceived talent management practices (2019, background): “In response to theoretical papers in which the persisting ambiguity of the constructs talent and TM was highlighted (Dries, 2013; GallardoGallardo et al., 2013; Tansley, 2011), this article aimed to shed light on the nature of these ambiguities in organizational practice.”
Challenges and opportunities affecting the future of human resource management (2015, background): “Talentmanagement is a fairly vague term, but one of the simplest definitions is that it is the anticipation of HRneeds for the organization, and thedevelopment of a plan tomeet those needs (e.g., Cappelli, 2008; Dries, 2013).”
Revisiting talent management, work-life balance and retention strategies (2015, background): “…talented staff is reinforced in the mainstream management research by authors such as Tucker et al (2005) and Dries (2013) who argue that ‘attracting and retaining talented people is becoming increasingly difficult as a result of specific demographic and psychological trends’ (Dries, 2013: 273).”
Compromising Talent: Issues in Identifying and Selecting Talent in Sport (2018, background): “…learned helplessness (i.e., self-handicapping behavior: Ommundsen, 2001), or forms of complacency wherein athletes believe their talent assures them future success and subsequently decrease their effort and motivation to improve (i.e., the crown prince syndrome: see Dries, 2013 for a discussion).”
Talent management and organisational justice: employee reactions to high potential identification (2014, background): “Although talent management is a hot topic among HR practitioners, there is a lot of scholarly debate about the term itself (Collings and Mellahi, 2009; Dries, 2013).”
HRM and Performance – The Role of Talent Management as a Transmission Mechanism in an Emerging Market Context (2018, unknown): “Despite this, only one third of scholarly output is empirical in nature (Thunnissen, Boselie, & Fruytier, 2013) and research is lagging behind practice (Dries, 2013).”
Standing on the shoulders of giants? A critical review of empirical talent management research (2016, background): “…its recent condition, this might be an indication of academic expectancy for some consensus on theoretical frameworks and scope of the field, broadly discussed in the last two years through different conceptual publications (e.g., Dries, 2013; Thunnissen et al., 2013; Meyers and van Woerkom, 2014).”
New Talent Signals: Shiny New Objects or a Brave New World? (2016, background): “intuition to identify talent (Dries, 2013) and also why the face and social validity of these methods are often unrelated to their psychometric validity (Chamorro-Premuzic, 2013).”
Employee reactions to talent management: Assumptions versus evidence (2018, background): “The diversity of practices that are classified under the header of TM in HR is well documented (Dries, 2013) and has translated into a variety of operationalizations used by TM scholars.”
Conceptualising inclusive talent management: potential, possibilities and practicalities (2014, background): “Like FITM, positive psychology is primarily focussed on applying the particular talents that a person has by providing ongoing opportunities to display them and on understanding the ‘best’ of the human condition (Dries 2013; Mills, Fleck, and Kozikowski 2013).”
The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda (2013, methodology): “…to their added value to an organization or the strategic importance of their positions and that they, consequently, should receive differential investments (Iles, Chuai, & Preece, 2010; see also Gallardo-Gallardo, Dries, & González-Cruz, 2013-in this issue; see also Dries, 2013-in this issue).”
Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective (2014, background): “…theoretical foundation and the clarity and uniformity of definitions with regard to what talent really constitutes, as well as with respect to how to manage it effectively (Collings & Mellahi, 2009; Dries, 2013; Lewis & Heckman, 2006; Scullion & Collings, 2011; Strack et al., 2011; Tansley, 2011).”