FIGURE 2 - uploaded by Jonathan Plucker
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Visual representation of the emergence of talent, which is conceptualized as emerging from the dynamic transaction among the individual, the physical environment, and the sociocultural context.
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Intelligence, expertise, ability and talent, as these terms have traditionally been used in education and psychology, are socially agreed upon labels that minimize the dynamic, evolving, and contextual nature of individual-environment relations. These hypothesized constructs can instead be described as functional relations distributed across whole...
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This article is an empirically based theoretical contribution to the investigation of meaning-making in the ecology of human interaction and interactivity. It presents an ecological perspective on meaning-making that pivots on how agents pick up information directly in their organism-environment-system; i.e. as an activity that does not presuppose...
Peer-review is neither reliable, fair, nor a valid basis for predicting ‘impact’: as quality control, peer-review is not fit for purpose. Endorsing the consensus, I offer a reframing: while a normative social process, peer-review also shapes the writing of a scientific paper. In so far as ‘cognition’ describes enabling conditions for flexible behav...
Citations
... There are a few things to commit to paper during these sessions, such as what objectives have been agreed for the period and what is going to be discussed next time. It's important to write these things down because it is that evidence that is going to be used by the manager as part of their management and projection to others in the organization of the employee's performance (Barab & Plucker, 2002). According to Cappelli (2008), bad performance management, on the other hand, doesn't look like that at all. ...
This study examines the competitive advantage and manager's challenges: the organizational struggle. The business environment is a competitive environment where organizations strive to gain the highest market share, going toe to toe with other organizations in the business world. Organizations come up with strategies to give them a competitive advantage over other competitors in the business world. The study went further to buttress the challenges faced by managers to check the performance of employees, as employees play a major role in giving the organization a competitive edge against other competitors in the business world. Hence, the human resource is the power that drives the organization, as most organizations struggle to manage the human resource in the organization. This examines the pivotal role that employees play in distinguishing organizations within highly competitive private and public sectors. It asserts that the quality, motivation, and job satisfaction levels of the workforce significantly impact productivity, customer service, and overall organizational success. By integrating human resource management practices with core business strategies, organizations can leverage their human capital as a competitive advantage. It outlines key elements for fostering an effective work environment, including strategic recruitment, clear goal-setting, commitment, regular feedback, communication, and a fair appraisal system. It highlights that neglecting these practices can lead to managerial challenges and reduced performance, jeopardizing an organization's edge in the marketplace. Through a comprehensive analysis of competitive advantage and performance management, the article underscores the importance of viewing employees as essential assets and advocates for a collective commitment to improve these practices. Ultimately, it emphasizes that to thrive in the modern business landscape, organizations must prioritize human resources alongside strategic objectives, thereby enhancing both internal processes and external customer satisfaction. The study concludes with recommendations for achieving competitive advantage through effective human resource strategies, emphasizing the need for an analytical framework, trust in employees, and a focus on continual improvement.
... Academic and practitioner literature on Talent Management (TM) has defined talent with respect to their own contexts and thus there are a number of definitions of the term (Gallardo-Gallardo, Dries, & González-Cruz, 2013). Talent Management (TM) scholars have not been able to pin-point about talent since the construct of Talent is strongly influenced by their own implicit ideas and theories about it (Barab & Plucker, 2002).These individual views have led to confusion amongst scholar on the meaning of "talent" and the absence of a standard definition leads to a confusion since any writer could have a definition that suits their purpose and fits their context. Lewis and Heckman (2006) criticizes about this lack of consensus amongst researchers on defining Talent Management (TM), since it weakens establishing any research work on the subject. ...
This research examines the role of human resource management in enhancing national competitiveness. In today's increasingly competitive global market, organizations are faced with the challenge of remaining innovative and productive. Human Resource Management (HRM) plays a crucial role in this process, as it is responsible for developing and managing the workforce to ensure that it is skilled, motivated, and innovative. This study examines the role of HRM in enhancing national competitiveness by developing a skilled workforce, managing talent effectively, encouraging innovation and creativity, ensuring compliance with labor laws and regulations, and improving employee engagement and morale. The findings suggest that HRM is a critical component of organizational success and that effective HRM practices can lead to increased productivity, improved job satisfaction, and reduced turnover. The study highlights the importance of HRM in enhancing national competitiveness and provides recommendations for organizations seeking to improve their HRM practices.
... Over time, the focus in most giftedness theories and models has shifted to the dynamism in giftedness (Matthews & Foster, 2006;Miller, 2013;Sutherland, 2012;Ziegler et al., 2012). In other words, the relevant literature has included the dynamic interplay of innate and environmental characteristics by approaching giftedness holistically and systematically (e.g., Barab & Plucker, 2002;Dai, 2017;Dweck, 2006;Gagné, 2005;Hymer, 2012;Monks & Mason, 2000;Paik et al., 2019;Renzulli, 2012;Sternberg, 2009Sternberg, , 2017Stoeger et al., 2018;Subotnik, 2003;Tirri, 2016;Ziegler, 2005). ...
... This approach is particularly grounded in developmental theories of giftedness, adapting them to an organizational context. Therefore, this component of the OMoG aligns with other prominent theories and models rooted in developmental, holistic, and contextual paradigms (e.g., Barab & Plucker, 2002;Dai, 2017;Dweck, 2006;Hymer, 2012;Paik et al., 2019;Sternberg, 2009;Tirri, 2016;Ziegler, 2005). ...
... The organizational context influences the components, while these components simultaneously impact the context. Within the OMoG, this mutual influence reflects an ecology-based paradigm, increasingly prominent in studies focused on individual-oriented giftedness (e.g., Barab & Plucker, 2002;Ziegler, 2005). Designed to create a controlled environment conducive to effective collaboration, this paradigm contributes to the high performance of both individuals and the organization as a whole (Amabile & Pratt, 2016). ...
Over the past few decades, as the number of extraordinary achievements by research teams and science and technology companies has increased, the power behind the justification of only individual-dimension giftedness theories has decreased. This conceptual paper reveals the organizational dimension of giftedness in the background of scientific and technological developments in the twenty-first century and shows how it has become a necessary result of today’s world. In this paper, the emergence of the organizational model of giftedness (OMoG), its four foundational components (supportive and nurturing mentors, individuals with high performance, interdisciplinary collaboration, and innovative outcomes), its structure, and how it functions are explained, inspired by Eyre’s (2016) high-performance learning pedagogy and Amabile and Pratt’s (2016) dynamic componential model of creativity and innovation in organizations. By moving beyond the typical approaches in the field, this innovative model extends the boundaries of giftedness and shifts our giftedness understanding from the individual dimension to the organizational dimension. The model encourages empirical studies in the field to understand better and advance the organizational dimension of giftedness, intending to contribute to educational policy and practices.
... ET is not only a product of economic and technocratic systems but is also the result of political-economic dynamics within a state entity involving state and non-state actors. Several propositions also require empirical testing, particularly HR development as a precursor to ET, which includes education and training, two critical environmental factors for HR development that require further study [105,106]. ...
This study aimed to systematically review the economic transformation (ET) literature to integrate fragmented insights, offer a comprehensive overview, and identify avenues for future research. Employing the systematic review methodology outlined by Tranfield et al. (2003), this study reviewed 39 relevant articles from the Scopus database, covering the period from 1945 to 2022. Our findings highlight diverse definitions of ET and reveal its paradoxical lens. The review also identifies key contributing factors, such as governance, leadership, human resources, and outcomes, including green economic growth, sectoral development, and global position. Finally, this study offers empirical, theoretical, and methodological contributions to further research and development.
... This is mostly because talent management has been too complicated and poorly defined by academics. Few well-developed theories have attempted to explain what talent really is (Barab & Plucker, 2002). Despite several attempts to define talent, the term remains elusive. ...
Using the Dimensions database, this article will provide a concise overview of the most recent development in the study of "Talent Acquisition". The purpose of Informetrics analysis and mapping is to shed light on patterns in the international pool of talent. This study is to better understand the development, present trends, and future directions of digital talent acquisition in order to better advise recruiting methods and strategies in a quickly evolving technology environment. The term "Digital Talent Acquisition" produced 3812 results from the desired journals. We imported the Dimensions database into Excel for further research. The results of this investigation may contribute to the growing body of knowledge about the "Talent Acquisition" research trend analysis. There has been an upsurge in the number of publications and references citing "Talent Acquisition" since 2010. The purpose of this Informetrics analysis of the " Digital Talent Acquisition" literature is to get a deeper understanding of the trends that have emerged within the field– Yearly Distribution, Country wise Distribution, Most Relevant Resources, Lotka’s Law, Citation Analysis and Tree map of keywords of the talent pool literature.
... Ces cas soulignent le caractère hautement situé de ces blocages (Hauw, 2023 ;. Ils rendent compte d'une inscription culturelle via les techniques sportives mais aussi temporelle, spatiale, contextuelle et corporelle de l'activité des sportifs dans laquelle ces blocages prennent place (Avilés et al., 2020 ;Barab et Plucker, 2002 ;Hauw, 2009aHauw, , 2018Leroy-Viémon, 2008). L'équilibre de la dynamique intrinsèque de fonctionnement du sportif est perturbé et ce nouvel équilibre devient une source de perturbation dans un couplage insoluble pour le sportif. ...
... There has been a paradigm shift in giftedness studies, although genetic studies on intelligence continue (e.g., Barbey et al., 2014;Hill et al., 2014;Zhao et al., 2014). Multifaceted models considering broader individual characteristics and environmental influences are now being studied (e.g., Barab & Plucker, 2002;Gagne, 2005;Sternberg, 2017;Ziegler, 2005). This change highlights the physical and social features of the family environment as critical to developing giftedness. ...
This study compares the questioning and responding strategies used by mothers of gifted and typically developing children towards their children. For this purpose, a qualitative approach using semi-structured interviewing with 44 mothers-19 mothers of gifted children and 25 mothers of typically developing children-was conducted. The findings show that mothers of gifted children mostly use hypothesis, interpretation and reflective question types while asking questions to their children, whereas mothers of typically developing children mostly use inference and interpretation question types. Regarding responding strategies, the study shows that mothers of gifted children mostly answered their children's questions with explanations based on cause-effect relationships and encouraged collaboration while answering, on the other hand, mothers of typically developing children mostly answered their children's questions by explaining them with examples. This study makes important contributions to the influence of question-answer communication in the mother-child relationship on shaping the child's cognitive developmental pathways and the ecological aspect of giftedness.
... This advanced the understanding of the interplay between language and emotion and illuminated the temporal dynamics of emotion activation within the bilingual brain. Pedagogically, our findings suggested that L2 teaching should incorporate more situational teaching methods (Barab and Plucker 2002;Richards and Rodgers 1986) to elicit emotional associations and integrate more elaborate concepts with new words. By enhancing emotion encoding in both perceptual and semantic representations and strengthening the connections between concepts and emotion, unbalanced bilinguals will have more chances to construct comprehensive L2 mental representations that closely approximate their L1. ...
... A management accountant in a smart environment, therefore, has to assess whether given resources solutions have a further grounding in functioning, and this, he/she can be helped by a new, "fresh" outlook, as reflected in the quote, "The real voyage of discovery consists not in seeking new landscapes but in having new eyes". (Ancona, 2012). It means seeking order, even if the management accountant still determines if it exists. ...
... It means seeking order, even if the management accountant still determines if it exists. Sense-making is an emergent activity, that is, the management accountant's ability to move between heuristics and algorithms, intuition and logic, inductive and deductive reasoning, the constant search for and provision of evidence, and the generation and testing of hypotheses, all of which should be done in realtime (Ancona, 2012). The qualities that are conducive to the realisation of this plateau by a management accountant in a smart environment are having emotional intelligence, self-awareness, flexibility to move from "what is" sensemaking and "what could be", having a holistic view of various issues, but also being communicative and intuitive. ...
The article aims to identify the characteristics and traits of management accountants operating in a smart environment. As technology and digital transformation reshape the business landscape, management accountants are critical in navigating this new terrain. Our approach is based on the theory of change (ToC), which provides a framework for understanding the changes in business practices and management accounting necessitated by the emergence of smart technologies. To develop our conceptual model, we extensively reviewed the literature, examining both theoretical and empirical studies to identify the emerging competencies required of management accountants in this context. We build a conceptual SMART management accounting model whose components are (S) Strategic, (M) Meaningful, (A) Agile, (R) Resilient, and (T) Transparent. Each component represents a set of specific attributes and characteristics that management accountants should possess to thrive in a smart environment.
... What are needed are theories and methods useful in conceiving, imagining, creating, and improving institutions integrated at metasystematic, paradigmatic, and crossparadigmatic levels of cognitive and moral complexity (Dawson, 2004;Fischer & Farrar, 1987;Commons & Ross, 2008). Root causal processes integrating bio-neurological, cognitive, and social factors to varying degrees have been successfully identified (Andersson, 2015; Barab & Plucker, 2002;Commons & Duong, 2019;Commons & Goodheart, 2007Ekstig, 2010;Latour, 1990Latour, , 2005Commons, Ross, & Bresette, 2011;Ross, 2014;Ross & Commons, 2008;Sutton et al., 2010), but practical paths forward are notably lacking. The diagnoses offered typically and unfortunately omit accessible, integrated combinations of pragmatic methods and deeply resonant meanings essential to effective policy and practice. ...
