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Talent Management: A Decade of Developments
... In order to enhance talent retention, various practices can be adopted, for example, the implementation of robust onboarding processes, investing in skills development and engagement of line managers, establishing robust succession plans, fostering flexibility and internal mobility, and developing career management and planning strategies (Sparrow and Makram, 2015). However, research on the determinants of talent retention in SMEs is notably scarce (Collings et al., 2022). Yet, the implementation of retention strategies represents an essential ingredient in mitigating turnover rates (Kravariti et al., 2021) and, thus, should be a priority for SMEs (Festing et al., 2013). ...
... In the context of SMEs, specific factors appear to foster successful retention (Savov et al., 2020), including the ability to meet the financial needs of the employees, the presence of well-designed and implemented motivational strategies, effective communication channels and the provision of support for development. In SMEs, in particular, the creation of a positive work environment and the promotion of flexibility emerge as critical factors for talent retention (Collings et al., 2022). Furthermore, initiatives such as facilitating employee growth, empowerment and autonomy, cultivating an environment that embraces failure and promoting open communication contribute to talent retention (Kontoghiorghes and Frangou, 2009). ...
... Thus, we do not propose to simply replicate the talent practices of large firms (Harney et al., 2022), which, as we demonstrate above, SMEs are likely unable to do; instead, we refer to the adoption of innovative solutions, combining efforts through coopetition to overcome talent challenges in SMEs (Chang and Eberhardt, 2021;Jooss et al., 2023). We echo the need for consideration of more 'non-traditional talent pools' (Collings et al., 2022). The concept of 'interorganizational talent pools', introduced by Burbach and Brannon (2021), is a viable alternative to conventional talent pools. ...
Talent shortages continue to be one of the key challenges in the hospitality industry, particularly affecting small and medium-sized enterprises. To address this, innovative talent management approaches are needed for small and medium-sized enterprises who have fewer resources compared to larger organizations. Adopting a coopetition lens, this conceptual chapter explores how talent development within interorganizational talent pools can be utilized to tackle these ongoing challenges. It emphasizes the importance of jointly planned and implemented talent development practices, like training, in retaining skilled employees in the hospitality industry. The chapter highlights the inherent complexities in coopetition efforts and concludes with a call for future research.
... Talent management (TM) has become increasingly important among researchers and practitioners (Collings et al., 2022;Gallardo-Gallardo et al., 2020). One integral part of TM is talent designation -that is, an organization's assignment of talent status to an employee (De Boeck et al., 2018). ...
... Talent management and talent designation TM, often described as the activities and processes involved in identifying and developing a pool of high-performing and high-potential employees, and in implementing an HR architecture to facilitate their career growth and retention (Collings and Mellahi, 2009), continues to attract substantial attention from both academics and HR practitioners (Collings et al., 2022;Gallardo-Gallardo et al., 2020). One critical aspect of TM is talent designation; an organization's assignment of talent status to an employee (De Boeck et al., 2018;Mellahi and Collings, 2010). ...
Purpose
The purpose of this paper is to contribute to a grounded understanding of how mobility impacts talent designation and with what consequences.
Design/methodology/approach
An exploratory qualitative case study was conducted of a global medical technology corporation, based on interviews with HR managers, line managers and non-managerial employees.
Findings
The findings illustrate that mobility plays a significant role in how employees are assigned talent status, and that mobility manifests and impacts talent designation through two types – geographical and lateral mobility. Mobility is not determined based on abilities and competencies, but rather on an employee’s overall personal situation, including age, family status and relationship status. Two main practices emerged through which these determinants were decided: direct questioning and guesswork. The consequences that follow are that individuals are left with little room to influence their own talent situation, and that there is a risk of discriminatory and exclusionary consequences arising.
Originality/value
The study makes two main contributions. First, it provides a more nuanced understanding of how talent designation unfolds in practice, showing that performance and potential alone cannot explain the process and emphasizing the consequential role of mobility. Second, it contributes with knowledge about the consequences of basing talent designation heavily on mobility. Individual employees are left with significantly less room for enacting agency and playing active roles in relation to TM than has been suggested. Added to this are the potential discriminatory and exclusionary consequences.
... Talent management (TM) has become increasingly important among researchers and practitioners (Collings et al., 2022;Gallardo-Gallardo et al., 2020). One integral part of TM is talent designation -that is, an organization's assignment of talent status to an employee (De Boeck et al., 2018). ...
... Talent management and talent designation TM, often described as the activities and processes involved in identifying and developing a pool of high-performing and high-potential employees, and in implementing an HR architecture to facilitate their career growth and retention (Collings and Mellahi, 2009), continues to attract substantial attention from both academics and HR practitioners (Collings et al., 2022;Gallardo-Gallardo et al., 2020). One critical aspect of TM is talent designation; an organization's assignment of talent status to an employee (De Boeck et al., 2018;Mellahi and Collings, 2010). ...
Abstract
Design/methodology/approach – An exploratory qualitative case study was conducted of a global medical technology corporation, based on interviews with HR managers, line managers and non-managerial employees.
Purpose – The purpose of this paper is to contribute to a grounded understanding of how mobility impacts talent designation and with what consequences.
Findings – The findings illustrate that mobility plays a significant role in how employees are assigned talent status, and that mobility manifests and impacts talent designation through two types – geographical and lateral mobility. Mobility is not determined based on abilities and competencies, but rather on an employee’s overall personal situation, including age, family status and relationship status. Two main practices emerged through which these determinants were decided: direct questioning and guesswork. The consequences that follow are that individuals are left with little room to influence their own talent situation, and that there is a risk of discriminatory and exclusionary consequences arising.
Originality/value - The study makes two main contributions. First, it provides a more nuanced understanding of how talent designation unfolds in practice, showing that performance and potential alone cannot explain the process and emphasizing the consequential role of mobility. Second, it contributes with knowledge about the consequences of basing talent designation heavily on mobility. Individual employees are left with significantly less room for enacting agency and playing active roles in relation to TM than has been suggested. Added to this are the potential discriminatory and exclusionary consequences.
Keywords Talent management, talent, talent designation, talent status, mobility, careers
Paper type Research paper
... The global economy has impacted the business environment, which has directly influenced the workforce, which has become more extensive and diversified (Tarique & Schuler, 2018). This causes people from every corner of the world to work at any of their desired companies (Collings et al., 2022). Today, companies are competing not only for customers but also for talented employees (Halim et al., 2020). ...
... Due to this matter, the competition among companies within the industry has become more intense, and they need to make sure that they can stay relevant in the market by reexamining their strategies (Bindra et al., 2019). To be market leaders, they require the right talents, and the ideal way is by attracting those from the same industry (Collings et al., 2022;Ashfaq et al., 2020). This creates indirect competition among the companies, and this situation causes employees to consider and accept other, better opportunities due to higher rewards and career growth (Ashfaq et al., 2020). ...
Talented employees are a source of competitive advantage for companies in today’s competitive world. Retaining them has been a challenge for most organisations. The objective of this study is to understand the challenges of retaining talented employees, by reviewing the relevant literature on talent retention. The study identifies that career growth, workplace well-being, competition within the industry, globalisation and the new employment landscape are the challenges of talent retention. This study will help organisations to understand the challenges, which will then guide them in having the right solutions to solving this issue, especially in today’s highly competitive environment and the new employment landscape.
... The following sections deals with the research variables definitions and their dimensions: 4-1. Talent Management(TM) Talent management (TM) has emerged as an emerging area of research within the fields of business and management in recent years (Collings et al., 2022). Talent management has attracted increasing global attention among many organizations (Ingram, 2016). ...
... . For example, there is an insufficient understanding of TM(Ashton & Morton, 2005;Lewis & Heckman, 2006;Collings & Mellahi, 2009;Isa et al., 2018;Collings et al., 2022). Further, a range of authors mention that there remain inadequate empirical studies(Marinakou & Giousmpasoglou, 2019;Al Nsour & Tayeh, 2018;Latukha, 2018;Ott & Michailova, 2018) regarding how TM impacts organisational outcomes (Sharma & Bhatnagar 2017; Sheehan & Anderson, 2015; Mensah & Bawole 2018), cultures and innovations ...
The management of talented employees has been a hot topic for decades as Multinational corporations (MNCs) around the globe struggle to put together an integrated recipe and a clear image of talent management (TM) strategic approaches that retain talented people in their organisations. The prevalence of talent management within MNCs and among strategic decision-makers has made it increasingly important to understand the nature and scope of talent management activities and initiatives in the Saudi Arabian oil and gas (O & G) industry. An integrative literature review is conducted in this review paper to help understand and analyse perspectives and definitions related to talent management activities. The TM literature has been analysed, and a comprehensive report on talent management is suggested as a part of this paper. Moreover, some major themes within TM literature have been identi- fied: understanding talent management strategies, internal approach used, external focus, and TM challenges faced by MNCs. The findings underscore the importance of addressing talent development and retention challenges, such as the need for more robust training and development opportunities and performance appraisal systems. If unaddressed, these challenges can significantly hinder an organisation’s ability to cultivate a workforce that meets the industry’s evolving demands. Based on our findings, some literature gaps are presented. Strategic researchers and practitioners will be allowed to discuss practical TM actions they can take to address any challenges and obstacles by using manageable steps and finding a meaningful solution.
... The recruitment, selection, and retention of employees are the goal of talent management, which encompasses a variety of HR procedures throughout the employee life cycle. Learning and development, performance management, workforce planning, and employee engagement are all part of this (Collings et al., 2022). 'Implementation of Talent Management in Human Resources Management to Improve Organizational Performance' stated that this study aims to ascertain the effects of talent management adoption on organisational performance (Farndale & Vaiman, 2022;. ...
... As businesses operate in an inevitable market, there are constantly new and unexpected challenges that make managing tasks more challenging and the accomplishment of corporate goals and objectives more crucial (Collings et al., 2022). It is also important to highlight that, when it comes to human resource and organizational management, very few organizations place a strong emphasis on talent management and their leadership structure. ...
Talent management practices are becoming crucial in educational institutions. These practices seek to discover and develop the talents and abilities of educators, staff members and students, ensuring that the institution can deliver quality education while remaining competitive. The study attempts to identify important topics, trends, and notable publications in this field. The analysis covers numerous sources during a pre-determined period (2018-2022), including books, conference proceedings, and scholarly journals. The Bibliometric analyses were conducted using data from the Scopus database (Total Scopus Data=55), VOSViewer, the Bibliometrics library, and the Biblioshiny platform of the RStudio® software. The results show that several themes like significant authors, publications, references, institutions, and nations’ information have emerged as essential elements of talent management in educational settings. We also analyse the geographic distribution, regional differences and possible research areas for cross-cultural comparisons. This study analyses the literature on these themes and contributes to our understanding of how to handle talent management in educational institutions.
... Talent management (TM) continues to attract considerable attention both from academics and practitioners (Collings et al., 2022;Dries & De Gieter, 2014;Ehrnrooth et al., 2018;Gallardo-Gallardo et al., 2020;Meyers, 2020). ...
Talent management (TM) continues to attract considerable attention from both practitioners and academics. Existing research investigating employee reactions to being awarded talent status has not elucidated the processual nature of such reactions. This study extends TM research by providing a nuanced understanding of how employees react to talent designation over time and why. Specifically, it distinguishes between short‐ and long‐term reactions and uses the lenses of psychological contract (PC) theory and social identity theory (SIT) to unpack mechanisms underlying immediate positive, and delayed negative, employee reactions to talent designation. Results from qualitative analysis of interviews with talents in three organizations show how—as time elapsed and no identity‐relevant events occurred—perceptions of “talent emptiness” and “indeterminacy” developed. The study unfolds the complex interaction between SIT and PC (including breach and violation) to explain talents’ evolving reactions over time. As such, it contributes to TM literature by providing a nuanced understanding of the processes underlying employee reactions in exchanges involving socioemotional resources.
This paper applies the concept of institutional habitus to analyse the accounts of participants on a talent management (TM) programme that is underpinned by an Exclusive/Developed talent philosophy. In doing so we reveal the structural presence of the organisation in shaping individual expectations and experience on TM programmes, adding to a subset of critical voices in the TM field which recognise how individual agency may be enabled or constrained by social and institutional structures. Our research contributes to the field of talent management in two significant ways. Firstly, we demonstrate the importance of an individual's professional habitus to account for variations in individuals' recognition of organisational expectations of talent. Second, we show how navigating organisational expectations of talent is shaped by individuals' appreciation for the ‘rules of the game’ and their ability to put this into practice. Against a backdrop of concern about diversity and inclusion in organisations, particularly within the public sector, the findings have implications for HR practitioners as they raise questions about how TM programmes might allow scope for individuals who do not fit the unwritten rules of what talent looks like in an organisation.
While research shows that talent management (TM) can be a catalyst of effectiveness for large organisations, few studies explore TM in small and medium‐sized enterprises (SMEs). Most of these focus on single sectors or utilise large samples that do not fully capture how phenomena vary across industries. Additionally, there is limited focus on TM bundles in SMEs, despite research in the human resource management (HRM) literature accentuating their significance. To advance understanding of how and why talent conceptualisations and TM bundles vary, we utilise matching theory and new institutionalism and draw insights from 12 Greek SMEs spanning three key industries: hospitality and tourism (HT), health, and information, communication and technology (ICT). Results reveal an industry‐specific talent nucleus highlighting similar talent characteristics linked to institutional forces, but also differences, in line with matching theory. Further, we identify five different TM bundles, labelled as directionless, cost minimiser, extrinsic motivator, talent maker, and commitment maximiser, which vary across industries. SMEs converged to commitment‐maximising TM bundles in the ICT industry and diverged in the HT and health industries, reflecting alignment or tensions among institutional and organisational factors. We argue that theory‐based empirical research across industries enables a more systematic understanding of TM in SMEs.
Introduction. In today’s knowledge-driven and globalized world, talent management has become critically important for organizational success. Digital transformation and rapid changes in the labor market demand new approaches to human resource management, as traditional methods often fail to meet these emerging challenges. Companies face difficulties in attracting and retaining talented employees due to demographic shifts, migration processes, and the rapid obsolescence of professional skills. These challenges compel organizations to seek innovative approaches to ensure their competitiveness and long-term success. The purpose of the study. The objective of this study is to identify and analyze innovative approaches to talent management in the context of digital transformation. The research focuses on examining the impact of modern technologies on human resource management and identifying innovative practices that can be implemented to enhance the effectiveness of talent management in organizations during the digital era. Research Methods. The article employs methods of analysis and synthesis of scientific literature, as well as a comparative analysis of different approaches to talent management in the context of digital transformation. The study is based on an examination of current trends and practices, particularly the experiences of foreign and domestic companies. Additionally, the authors conducted a sociological survey among HR managers and employees to obtain empirical data on attitudes toward the implementation of innovative approaches in talent management. Results. The research findings indicate that innovative approaches to talent management, such as the digitization of hiring and employee development processes, the implementation of flexible work models, the development of corporate culture, and strategic talent planning, are key success factors in the modern business environment. The authors also conducted a sociological survey among HR managers and employees from various companies, which confirmed the relevance of adopting new technologies to enhance talent management effectiveness. The survey revealed that the majority of respondents support the use of digital tools to improve the processes of selection, training, and retention of employees. Prospects. Future research could focus on studying the impact of specific innovative practices on organizational performance and their adaptation to the Ukrainian context. Special attention should be given to the development of human capital and the integration of innovations into traditional HR management models.
The ebook edition of this title is Open Access and freely available to read online.
Up until now Talent Management (TM) in higher education institutes has received limited academic attention. This diverse collection offers a thoughtful overview of how talent is defined in higher education; the implementation of TM practices; how this is perceived by employees; and its impact on academic performance. Talent Management in Higher Education uses a multi-level and multi-actor perspective and positions the contemporary TM issues of universities in the broader institutional context in which universities are constituted and the historical developments regarding HRM and TM policies.
Both scholars and practitioners will appreciate the insights into the issues of different academic systems, increasing the readers awareness of the contextual relevance of talent management. All chapters in the book are written by scholars who are expert on research in talent management or in Higher Education, but who are also insiders in the academic community. Through their personal expertise they mirror academia as a research object.
Purpose
This research seeks to unveil an integrative perspective on talent management (TM) in small and medium-sized enterprises (SMEs), particularly through a multilevel approach and within the French context. Drawing on dynamic capability theory and focusing on French SMEs as a rich domain for multilevel studies, the research aims to elucidate how these enterprises operationalize TM while addressing and integrating their distinct capabilities and requirements, internal dynamics and challenges.
Design/methodology/approach
Through an integrative study based on a qualitative approach, we collect data from 15 French SMEs. In total, 20 semi-structured interviews with individuals from different levels, managing and working in SMEs, were conducted and analyzed thematically to identify patterns across all SMEs. Companies and interviewees represented a variety of sectors such as telecommunication, high-tech, circular economy, etc.
Findings
We present an integrative multilevel approach through TM in French SMEs, describing how SMEs operationalize TM. Across three main levels (organizational, collective and individual) and key SMEs’ capabilities, our results underscore the significance of top management commitment capabilities and SMEs' assessment capabilities, the involvement of line managers in facilitating strategic agility and cultivating the talent ecosystem and the outcomes of TM in driving SMEs' reconfiguration, extending beyond mere TM-level integrations and articulations. We address these findings for foreign SMEs intending to enter the French context and SMEs’ actors on the importance of contextual issues and level articulations while calling for future research focusing on group-level and managers’ roles in TM.
Originality/value
This article moves the TM research towards an integrative multilevel view in SMEs as a fertile ground for studying multilevel TM. As part of recent studies on TM in French SMEs within the broader European competitive context, it expands the integrative approach in SMEs by accommodating the unique requirements, the multilevel dynamics and the challenges that they encounter with TM, especially when compared to multinational enterprises (MNEs).
This research aims to analyze the impact of green leadership on competitive advantage through the mediating roles of knowledge management and talent management. In the context of the Industrial Revolution 4.0 (IR4.0), where technology companies worldwide have international ramifications on innovation, sustainability issues, and environmental impacts such as carbon emissions, e-waste, and natural resource extraction that garner global attention, we chose technology companies in Indonesia as a model. Data was collected using an e-questionnaire, distributed to company managers, and then analyzed using SEM-AMOS. The research results demonstrate that green leadership does not have a direct influence on competitive advantage but rather exerts an indirect influence through knowledge management and talent management. These findings strengthen the view that sustainable strategy must be an essential part of an organization's efforts to achieve competitive advantage.
Cet article analyse le Management des Talents (MT) à travers une synthèse narrative de la littérature de la dernière vicennale. Il est question de savoir si le domaine de MT a suivi une progression logique et un processus de cohérence croissante. Nous mettons ainsi en lumière six contextes historiques et ensembles de développement logique et évolutif dans notre pensée sur le MT, et soulignons le passage du MT du stade de l’adolescence à la maturité, à travers une progression théoriquement fondée et cohérente de rigueur et de pertinence. Quatre perspectives de recherche sont proposées afin de prolonger les efforts historiques vers des approches plus équilibrées et contemporaines du MT.
Background
Foreign direct investment (FDI) of multinational corporations (MNCs) from Central Europe have become more visible in the last decade, but many studies describing the role of talent management (TM), competency management (CM), and organizational leadership (OL) in MNCs have taken place in enterprises with headquarters in developed countries. The relationship between different variables in MNCs headquartered in less developed countries has not been satisfactorily explained in the scientific and professional literature.
Research aims
Hence, the main aim of this paper is based on the outcomes presentation of the relations between TM, CM, and the advancement level of OL practices in MNCs having their headquarters in less developed countries.
Methodology
The theoretical and empirical suppositions are based on two major concepts: resource-based views and a situational approach. The data were collected using the computer-assisted telephone interviewing (CATI) method in 200 nonfinancial enterprises with the domination of the Polish capital having foreign entities, inter alia, in Central and Western Europe.
Findings
The conducted research shows that there is a relationship among TM, CM, and OL practices. Also, there are significant differences between companies depending on the duration of the MNC’s operation on the market, the size of the organization, and the type of business profile. Whereas the assumptions have been based on a literature review, empirical research has not confirmed that there is a difference between foreign subsidiaries located in more and less developed countries (here, Central Europe and Western Europe).
Purpose – Based on a study of internationally oriented Greek small and medium-sized enterprises (SMEs), and using the lens of institutional theory, this article extends our understanding of the extent to which Greece’s institutional context influences talent management (TM). In so doing, we focused on key TM practices employed by SMEs to enhance and sustain TM: talent acquisition, development and retention. We also explore how these practices are shaped by the Greek institutional context.
Design/methodology/approach - Employing a multiple case-study approach, we conducted 18 interviews in six distinctive SMEs operating in north, central and southern Greece. The data was thematically analysed to identify patterns across all SMEs.
Findings - We found that unlike multinational corporations (MNCs), internationally oriented Greek SMEs adopt a more inclusive approach to TM practices as well as that the country’s institutional context presented important yet not deterministic hurdles. We also found that SMEs adopt an opportunistic approach to talent acquisition by utilising appropriate available sources to reach out for available talent. We provided evidence that SMEs adopt a hybrid approach to talent development in addressing talent scarcity. Finally, we reported that talent retention is significantly appreciated by SMEs, who offer a range of intrinsic and extrinsic incentives to retain their talented workforce.
Originality - In a context of reforms, we report on TM practice in internationally oriented Greek SMEs. We also add to the literature on TM in SMEs by providing evidence on the conceptualisation and management of global talent in this context.
The hospitality industry relies on the sourcing and development of talent to deliver excellent customer experiences and interactions in a 24/7 environment. Talent Management Innovations in the International Hospitality Industry explores both research and practical perspectives on contemporary talent management, presenting a diverse range of stakeholder views in a variety of international hospitality settings. This collection circumnavigates a wide range of subjects within the talent management field, including employer branding, creative talent, talent pools, and mentoring initiatives, along with a focus on talent identification, development, and retention. The new insights aid academics and professionals in gaining a greater understanding of the multifaceted nature of talent management in this people-centric industry and offers a comprehensive set of evidence-based research and practical examples of talent management innovation in the international hospitality industry.
Despite the proliferation of HRM research, only a small fraction explores the context of small and medium‐sized enterprises (SMEs). Where HRM in SMEs has received attention, the literature base remains fragmented and variable, comprising a plurality of definitions, explanations, and methods. To advance understanding, this paper uses a quarter‐century systematic review drawing on an evidence base of 137 peer‐reviewed articles. A cumulative framework is presented capturing key developments and synthesizing existing areas of research focus. Analysis of limitations and knowledge‐gaps finds a failure to differentiate across various types of SMEs, limited appreciation of SME characteristics and contextual conditions, and a dominance of managerial perspectives. An agenda for future research on HRM in SMEs is outlined with respect to definitional parameters, HR practices, HRM–performance, key determinants, and presenting issues. The paper concludes that SMEs offer a unique, fruitful, and timely context for investigations of HRM.
Drawing upon Talent Management (TM) literature from around the globe, we critically appraise the transferability of this human resource management strategy to the public sector. While TM has received scholarly attention in the private sector, it remains under-researched in the public sector. We address this deficit by employing a systematic review of TM research. The original contribution of this article is: (1) a definition of public sector talent and TM; (2) a discussion on TM applicability to public organizations by reviewing internal and external parameters influencing its implementation; and (3) a critical appraisal of TM’s transferability to the public sector.
The forces and systems, which shape the available supply, composition and flow of talent into and out of organisations today have become increasingly complex and fluid. Most firms today extend their operations across regions and many compete globally, existing within one or more external contexts, known as macro talent management systems (MTM). Shaped by economic, political, regulatory, technological, and cultural conditions, MTM has the potential to directly or indirectly empower or disrupt organisational ability to attract, engage, and retain the talent crucial to achieving competitive business objectives. Yet organisations today may overlook the influence of external MTM systems to complement or constrain organisational talent management effectiveness, limiting the firm's ability to generate benefit and mitigate risk stemming from variance in macro talent contexts. Introducing a macro-contingent view of talent management, this paper identifies three pivotal shifts needed to enable effective talent management practice and proposes a framework for future research. JEL classification: 50.1: human resources, 50.4: competitive strategy, Keywords: Talent management, Contingency model, Systems theory, Micro, Macro, Cross-level
The link between global talent management (GTM) and multinational enterprises’ (MNEs) performance has not been theorised or empirically tested. We develop a theoretical framework for how GTM links to performance at the headquarters (HQ), subsidiary, and individual employee levels. Using the resource-based view as a frame, we highlight the routines of pivotal positions, global talent pools, and a differentiated HR architecture as central to GTM. We show that at the HQ level, an MNE’s adoption of a global, multi-domestic, or transnational strategy determines the objectives of the GTM system and significantly influences the performance of the enterprise. At the subsidiary level, the alignment between HQ intentions and subsidiary implementation of GTM routines is a key variable in our analysis. We consider the effects of these higher-level factors on individual performance through the lens of human-capital resources, focusing on how individual human capital can translate or amplify to a unit-level human-capital resource. We argue that, through the vertical fit of these higher-level factors with GTM routines at a given level, an MNE can develop an effective GTM system and expect that to translate into sustainable performance aligned with objectives set at headquarters. The paper concludes with an agenda for future research.
For a long time, public and semipublic organizations have borrowed Human Resource Management (HRM) practices from the private sector to enhance employee performance. Numerous scholars argue, however, that business-like practices are less effective outside the private sector context because of sector-specific conditions. Based on the ability–motivation–opportunity model, we performed a three-level meta-analysis to investigate differences in effects of HRM practices on individual performance across sectors. Our study shows that significant differences exist between sectors, but the expectation that the effects of HRM practices are largest in the private sector and smallest in the public sector is not supported. More specifically, the differences between the public, semipublic, and private sector are not straightforward. In this respect, we encourage future scholars to further examine these differences.
Purpose
The purpose of this paper is to examine the perceptions of strategic actors in multinational organisations and to contribute to our understanding of how multinational companies articulate and define talent management and how – or what – they perceive its value to be.
Design/methodology/approach
The paper is based on an empirical research study in which data were collected through 50 in-depth interviews across five multinational companies, conducted at a regional level across ten countries. Participants in the study were strategic actors representing two groups of managers/leaders (HR and talent management system designers and business leaders who are directly involved in the implementation of talent management).
Findings
The absence of a formal talent management definition led to the emergence of different views and interpretations of what it is. It was viewed as a bundle, or set, of management ideologies manifested in all HR-related practices across four key areas: hiring the right talent, performance management, succession planning and development and retention. Performance management acted as the cornerstone. Talent management strategies displayed little participation for both system designers and implementers and distinct patterns of mystification, technologization and concretisation. The language of value was uncommonly used but provoked different ways of thinking about the role and meaning of talent management.
Practical implications
The strategic actors in the talent system continue to see talent management in narrow functional and HR process terms. However, by bundling these HR functions and processes together, it is evident that they can be encouraged to recast their activity in a broader strategic narrative. Borrowing the notions and theories of value and value creation, and investigating talent management through this lens, should help to surface interesting insights into how talent management might be defined in practice, and how the language of value may in future be used to understand what talent management really is.
Originality/value
The global study underpinning this paper attempts to deconstruct the understanding that strategic actors have about talent management from an empirical base. It contributes to the conceptual development of the talent management discourse by revealing the logics being pursued and address the definitional problem currently evidenced in the literature. It also provides direction for future research.
This paper employs a systematic and comprehensive review to trace the evolution of talent management scholarship and propose a research agenda to move the field forward. Two primary streams of literature dominate: the management of high performers and high potentials, and the identification of strategic positions and talent management systems. The topic of global talent management has received significant attention; however, much of this literature tends to incorporate the two streams heretofore identified but on a global scale. The review also demonstrates that there has been limited attention placed on individual talents as the unit of analysis. Early criticisms of the disjointed nature of the field remain and we call for greater clarity around the conceptual boundaries of talent management. Our analysis highlights that most papers draw, to some extent, on primary research. There is however considerable need and scope for more comprehensive and nuanced methodological approaches.
The need for multinational firms to be as competitive in the global marketplace as possible has increased dramatically over the past twenty years. For international human resource management this has meant many strategic opportunities to international human resource management. An excellent example of such an opportunity is that which exists regarding the management of talent. This opportunity began to develop in the late 1990s with the advent of the challenge of “global talent management.” During the past few years this opportunity has expanded to include challenges dealing with talent shortages, talent surpluses, locating and relocating talent, and compensation levels of talent. Together, these conditions are all “global talent challenges”. In this article we describe these several global talent challenges and the strategic opportunities they present to firms and propose the implications of these for firms and for the field of international human resource management.
This review adopts a phenomenon-driven approach in reviewing the talent management (TM) literature, applying methods derived from bibliometrics and content analysis to evaluate the state of the field and derive implications for research and practice unbiased towards a-priori assumptions of which frameworks or methods are most adequate. Based on analyses of publication volume, journals and their impact factors, most cited articles and authors, preferred methods, and represented countries, we assess whether TM should be approached as an embryonic, growth, or mature phenomenon, and examine dominant (i.e., resource-based view, international human resource management, employee assessment, and institutionalism) versus ‘alternative’ (i.e., knowledge management, career management, strength-based approach, and social exchange theory) theoretical frameworks. Our goal is to assist TM researchers in positioning their work more explicitly vis-à-vis current debates in the existing literature and encourage them to think about which approach best fits their research aims, questions, and designs.
The challenges associated with managing talent in modern labor markets are a constant source of discussion among academics and practitioners, but the literature on the subject is sparse and has grown somewhat haphazardly. We provide an overview of the literature on talent management-a body of work that spans multiple disciplines-as well as a clear statement as to what defines talent management. The new themes in contemporary talent management focus on (a) the challenge of open labor markets, including issues of retention as well as the general challenge of managing uncertainty, (b) new models for moving employees across jobs within the same organization, and (c) strategic jobs for which investments in talent likely show the greatest return. We review the conceptual and practical literature on these topics, outline the evolution of talent management over time, and present new topics for future research.
The challenges associated with managing talent on a global scale are greater than those faced by organisations operating on a domestic scale. We believe that the former relate to the fact that a number of key myths regarding talent management may undermine talent management's contribution to multinational corporation effectiveness and retard the development of management practice in this regard. Our aim is to unpack some of those myths and offer some suggestions for advancing the practice of talent management on the basis of insights from both practice and academic thinking in this area.
The aim of this paper is to provide a critical review of the academic literature on talent management in search of alternative perspectives. We found three dominant themes: the exploration of the concept of talent (definitions), the intended outcomes or effects of talent management and talent management practices. These themes are explored in more detail, and we discuss possible limitations of the current points of view on talent management. Our main finding was that the current talent management literature has a too narrow and one-dimensional approach. It can be characterized as managerialist and unitarist and has a limited view of the practices and activities of human resources. To broaden this view to a more balanced or pluralistic approach to talent management, we added new perspectives, such as stakeholder theory, multiple goals and an extended consideration of practices. The new perspectives are not only valuable for the development of the field of talent management in general but also essential for a broader theoretical framework for talent management in different contexts.
a r t i c l e i n f o a b s t r a c t Across six different streams of the literature (i.e., HRM; I/O psychology; educational psychology; vocational psychology; positive psychology; social psychology) we identify a number of discrepancies (i.e., between practitioner and academic interest; between talent management discourse and practice), theoretical perspectives (i.e., talent as capital; talent as individual difference; talent as giftedness; talent as identity; talent as strength; and talent as the perception of talent), tensions (i.e., object–subject; inclusive–exclusive; innate–acquired; input–output; transferable–context-dependent), and assumptions (i.e., about intuition versus data; about the effects of being labeled 'talented'; about the effects of differential treatment) which we argue can serve as a basis for theory building, methodological advances, and new empirical work. With this review, we hope to join a growing group of talent management scholars pushing to make the transition from a growing into a mature field of study, characterized by widely accepted theoretical frameworks and research designs, and supported by the scholarly community.
In this article, the authors focus on the challenges and opportunities associated with integrating the macro and macro domains of the strategic human resource (HR) management literature. Their specific focus is on the development of a differentiated HR architecture in support of strategy execution as a key organizing theme. A focus on strategic capabilities and strategic jobs as the focal point of workforce management system design represents a significant potential source of value creation for most firms. But, also, differentiation by strategic capability instead of hierarchical organizational level represents potential implementation challenges for managers, and theoretical and empirical challenges for academics.
Purpose
The paper sets out to understand the key issues that emerge in the context of decision making.
Design/methodology/approach
The paper is a literature review.
Findings
First, the authors review debates around talent management decision making. Second, they examine some of the main factors currently influencing decision making in talent management. Third, they seek to identify some future research areas that will inform future decision making in talent management.
Practical implications
The paper will be of interest to practitioners in designing and developing talent management decision systems.
Originality/value
The paper presents a state of the art review of talent management decision marking.
Despite a significant degree of academic and practitioner interest the topic of talent management remains underdeveloped. A key limitation is the fact that talent management lacks a consistent definition and clear conceptual boundaries. The specific contribution of the current paper is in developing a clear and concise definition of strategic talent management. We also develop a theoretical model of strategic talent management. In so doing we draw insights from a number of discreet literature bases. Thus, the paper should aid future research in the area of talent management through (1) helping researchers to clarify the conceptual boundaries of talent management and (2) providing a theoretical framework that could help researchers in framing their research efforts in the area. Additionally, it aids managers in engaging with some of the issues they face with regard to talent management.
The authors identify the key challenges facing strategic human resource management (SHRM) going forward and discuss several new directions in both the scholarship and practice of SHRM. They focus on a clearer articulation of the “black box” between HR and firm performance, emphasizing the integration of strategy implementation as the central mediating variable in this relationship. There are direct implications for the nature of fit and contingencies in SHRM. They also highlight the significance of a differentiated HR architecture not just across firms but also within firms.
This book draws on recent theoretical contributions in the area of global talent management and presents an up to date and critical review of the key issues which MNEs face. Beyond exploring some key overarching issues in global talent management the book discuses the key emerging issue around global talent management in key economies such as China, India, the Middle East and Eastern Europe.
This paper focuses on talent management failure by multinational enterprises (MNEs). It examines barriers to corporate advancement of talents located in subsidiaries and more specifically on promotion of talent already employed by the MNE to be part of the upper echelon management team at its centre. Drawing on agency and bounded rationality theories, we discuss the underlying causes of talent management failure in MNEs. At the subsidiary level, we draw on agency theory to delineate self-serving mechanisms displayed by subsidiary managers that might hinder effective talent management systems throughout the MNE. At the headquarter level, we use bounded rationality to explain how decision-making processes, and information top management teams use to make decisions about talent management results in overlooking talents at subsidiary level.
The environment for most organizations today is global, complex, dynamic, highly competitive, and extremely volatile, and is likely to remain so for years to come. In addition to these external conditions, most organizations are also facing several global challenges including those related to: talent flow; the managing of two generations of employees, viz., older or mature workers and younger workers; and a shortage of needed competencies. One major result of these challenges for organizations is that they have to be global and that they have to be systematic in managing their human capital if they wish to have any hope of gaining and sustaining a competitive advantage in the years ahead. Many human resource practitioners and consultants (HR professionals) are now recognizing this, especially those that operate globally, the multinational enterprises. Academics are also showing a strong interest as evidenced by their work in the new area referred to as “global talent management”. In this article we review that academic work and attempt to organize that literature by creating an integrative framework for understanding and advancing further research in global talent management. To guide this research our framework highlights several selected challenges in global talent management, and several drivers of those challenges. It also highlights the potential role of IHRM activities in addressing those selected challenges. A discussion of possible criteria of global talent management effectiveness completes the framework. Hopefully this integrative framework may guide further academic research on global talent management and might also inform the work of HR professionals.
The process of managing a small firm differs from managing a large firm, because small firms face distinct forms of risk and organize their human resources differently, often informally (Kotey & Slade, 2005; Storey, 2002). This paper introduces and tests a new variable, self-reported job quality (SRJQ), as a key link in the causal chain between HR practices and outcomes. In comparing small firms with large ones, we present three key findings: (1) employee reports of job quality are highest in small firms and decrease as firm size increases; (2) in workplaces owned by large firms, job quality is highest in the smallest workplaces; and (3) workers in small workplaces owned by large firms report lower job quality than workers in comparable sized workplaces owned by small firms. Our findings are partially explained by how formally HR practices are implemented. We show that formality increases with firm size and workplace size. Importantly, evidence suggests that employing an HR professional (a key indicator of HR formality) lowers SRJQ in single-site SMEs. Implications for small business owners, HR professionals in large and small firms, and policy makers are discussed. © 2010 Wiley Periodicals, Inc.
Talent Management (TM) has attracted considerable attention across the globe and the challenges of managing talent effectively and delivering on strategic agendas is increasingly recognized. Yet TM has remained underexplored in emerging markets, particularly, in the public sector context. This research aims to fill the gap by exploring TM in the public sector of the emerging economy of Dubai. 34 in-depth interviews with senior human resource (HR) managers, field visits and extensive document reviews provide insights about TM practices and policies in the public sector. Our key findings indicate that TM in the public sector in Dubai is ineffective, and fragmented. Accordingly, we offer some potentially valuable implications for theory, practice, and future research.
Faculty and staff members at Utrecht University will be evaluated by their commitment to open science. Faculty and staff members at Utrecht University will be evaluated by their commitment to open science.
Our study explores how HR actors from 24 public sector organisations in Scotland interpret and address multiple and competing institutional logics in the context of the implementation of an inter-organisational collaboration within the Public Sector to develop and implement talent management (TM). Our findings reveal that HR actors encountered day to day difficulties in blending different versions of talent management, the need to have professional autonomy versus the requirement to develop some shared talent management practices and the fit of talent management practices with public sector organisations. We therefore found that institutional logics impacted in different ways on efforts to collaborate and the types of TM practices developed and implemented. Theoretically, our study findings reveal that HR actors have agency at the practice level and that powerful actors can advocate particular logics to protect their professional and organisational interests
In this essay we offer a critical investigation of talent management practices (TMP), which is an increasingly influential concept in contemporary organisations. We try to show how these organisational practices could have both a negative and a positive ethical impact on those identified as ‘talent’ within organisations. A critical analysis of how talent is defined, and how this impacts on individuals’ capacities for ethical reflection, allows us to highlight the ethical ambiguity inherent in talent management (TM). We then highlight examples of some ‘bad’ consequences of TM, and explore some ‘good’ counter-examples. To highlight what may be ‘possible’ in talent management, we propose a more constructive relationship between talent management and ethics based on two dimensions: (1) the acceptance of ambiguity and personal struggle and (2) the development of more qualitative approaches to performance that could enable a better understanding of and sensitivity towards the broader context within which organisations function.
Purpose
The purpose of this paper is to adopt a paradox lens for dovetailing the human resource management sub-domains of talent management (TM) and diversity management (DM), in the attempt to create closer alignment between the two.
Design/methodology/approach
The authors review paradox theory, TM and DM literatures and formulate a paradox that becomes apparent when considering TM and DM simultaneously.
Findings
The authors coin this tension as the “exclusion-inclusion paradox,” highlighting that TM and DM reflect contradictory, yet interrelated principles: organizations promote exclusion through a TM architecture that focuses on the identification and development of a few selected employees, while simultaneously, organizations promote inclusion, in the attempt to minimize existing inequalities for traditionally marginalized groups.
Practical implications
Once uncovered, the exclusion-inclusion paradox enables organizational actors to make choices on whether to respond actively or defensively to the paradox. The authors argue for active responses in order to work through the paradox.
Originality/value
This is the first paper adopting a paradox lens in order to interweave the DM literature with TM literature in the attempt to explain how DM and TM constitute contradicting yet interrelated principles.
Purpose: Despite the popularity of talent management (TM), very little has been published on the community of scholars that contribute to the knowledge base of the field. The aim of this paper is to disclose the dynamics in TM research through a detailed analysis of its evolving collaboration networks (i.e., research communities) in order to identify key authors and major topics covered.
Design/Methodology/approach: A total of 225 co-authored articles published on TM from 2001 to May 2016 were retrieved from the Web of Science and Scopus and then analyzed and mapped using Social Network Analysis methods.
Findings: We identified two major scientific communities (one of 63 authors and the other one of 24 authors). Both communities not only have different characteristics and structure, but also focus on different topics. We identified key players within each community and we offer a dynamic view on the main topics studied.
Research implications: Our findings offer evidence on how collaborations among researchers shape the debates on the field. This can assist in drafting adequate strategies (at individual and discipline level) so as to help consolidate the field by encouraging new associations both in terms of actors involved and topics covered. Our study also offers a promising perspective for further using bibliometrics and social network analysis in TM research.
Practical implications: This article may help practitioners and newcomers to the field to rapidly identify key players and main topics studied in TM field. It may assist academic institutions and journal editorial teams in better assessing and identifying key scholars in this field.
Originality: This paper offers the first analysis of TM collaborative research networks.
Keywords: Talent Management; Social Network Analysis; Science mapping; Research communities; Co-authorship; Keywords;
Purpose
Navigating a dynamic global landscape, businesses must not only define talent strategy but apply it effectively in practice. By intentionally establishing consistent talent practices, discernible to employees, organisations signal priorities for talent, establishing a psychological “climate for talent” to sustain talent development over time. The strong talent system and talent climate are introduced. The purpose of this paper is to introduce the importance of organisational context to talent management.
Design/methodology/approach
A strategic climate for talent and strong talent system are theorised with “strong situation” specifications: distinctiveness, consistency, consensus and context.
Findings
A strategic climate for talent is defined. Empirical study is required to develop and validate the talent climate construct.
Practical implications
Employees’ interpretations of talent practices as signals of organisational priorities will influence the effectiveness of talent strategy implementation. This paper highlights the importance of a contextually relevant, consistently implemented talent system which signals the organisation’s invitation to employees to develop their potential in alignment with business strategy, enhancing career outcomes and supporting employees’ perceptions of inclusion and procedural fairness in talent management (TM). It supports management practice in an increasingly dynamic context to implement sufficiently distinct, consistent and contextually relevant talent practices.
Originality/value
The strategic climate for talent, perceivable by individual employees and resulting from a strong talent system, is introduced. This paper extends strategic human resources management, TM and climate literatures introducing a cross-level model of strategic organisational climate which examines proximal employee outcomes of TM practices.
Talent Management (TM) has become one of the key strategic issues for leaders in global organizations and the majority of research on TM focuses on the large multinational enterprise (MNE) context. Despite the importance of small and medium-sized enterprises (SMEs), research in the area of talent management in this context is scarce, particularly conceptual research. This paper tries to address this gap by a) providing a theoretical rationale for the difference between large and SME firms in their talent management and human resource practices; b) exploring the applicability of the notion of talent management conceptualised in large firms to the SME context. c) Proposing a framework that helps identify the characteristics of talent in SMEs. We are critical of the best practices approach and we argue that the notion of talent management is likely to be different in SMEs compared with large firms mainly due to distinct institutional and structural factors.
There has been considerable research on the issues of board-level representation by personnel/HR directors and senior HR managers' involvement in strategic decision making. Since the early 1990s there has been a growing interest in international HRM, reflecting the growing recognition that the effective management of human resources internationally is a major determinant of success or failure in international business. There is also evidence that HR constraints often limit the effective implementation of international business strategies. More recently, it has been argued that the more rapid pace of internationalization and globalization leads to a more strategic role for HRM as well as changes in the content of HRM. Yet, while there have been some attempts to integrate international corporate strategy and human resource strategy, surprisingly, the role of the corporate human resources function has been neglected, particularly in the context of the international firm. This article seeks to redress the balance. The question addressed is: what is the role of the corporate HR function in the international firm? To answer these questions empirical research was conducted in thirty UK international firms. We found an emerging agenda for corporate HR in international firms which focuses on senior management development, succession planning and developing a cadre of international managers. We conceptualize this as a strategic concern with developing the core management competences of the organization, and argue that it can be usefully analysed from the perspective of the learning organization.
A valuable fusion of talent management and knowledge management for research and practice in human resource management. '... the editors have done a good job of bringing together a series of contributions which provide a useful and welcome expansion of the theoretical foundations of talent management through a knowledge management lens.' - David Collings, Personnel Review.
This paper explores the possibilities and potential surrounding inclusive talent management
in contrast to conventional normative treatments. By closely examining the
meaning of ‘inclusive’ in relation to talent, the paper moves towards a definition of
inclusive talent management which is contextualised in a four-part typology of talent
management strategies which offers greater conceptual clarity to researchers working
in this field. Our conceptualisation of inclusive talent management is further located in
the traditions of positive psychology and the Capability Approach. The practical
implications of introducing inclusive talent management strategies are considered.
Although the literature on talent management (TM) has grown considerably in the last decade, with the bulk of previous research concentrating on large MNCs, there has been little development on how it applies to small- and medium-sized enterprises and particularly to medium-sized organisations (MSOs), nor to many countries outside Anglo-Saxon management traditions. This study aims to contribute by studying the concept and practices of TM in MSOs in Spain. A multiple case study methodology was used in order to analyse TM perceptions, definitions and practices. The results show very little awareness of the term and rhetoric of TM even when TM principles and practices are applied. We conclude that TM must go beyond specific practices in order to represent a truly strategic approach to effectively deploying human talent, especially as some typical human resource policies associated with TM in large companies do not necessarily apply to MSOs.
This study presents an empirical exploration of a theory-driven framework of corporate human resource (CHR) roles in global talent management (GTM). Specifically, it expands our knowledge of the process of GTM in two sectors: financial and professional services. On the basis of the in-depth interview data from two firms, the study finds evidence of four distinct roles for CHR in facilitating successful GTM. The different business contexts are, however, critical to understanding the findings; in particular, the study demonstrates how CHR roles in GTM are affected by the approach to international business strategy and GTM, extent of corporate centralisation, and the business context, particularly the impact of the 2008 global financial services crisis. The study also shows the importance of a micro-component approach to the study of the global integration–local responsiveness balance in GTM. GTM strategy is found to be highly embedded in the broader business structure and shifts in the direction of globalisation within the sector, entailing epochs and episodes of internationalisation. Future GTM research needs to be more closely embedded in the strategic pathways of the firm.
The Problem
Despite increasing attention in business, talent management in global contexts has not been explored adequately in HRD. Most studies related to global talent management explain only part of it and do not provide an integrative understanding of what is going on globally in talent management in an HRD perspective.
The Solution
This article proposed an integrative conceptual framework for global talent management that involves the necessity, challenges, and roles of HRD. Considering cross-cultural viewpoints and multinational enterprise issues in HRD, the study analyzed why talent management is necessary and the challenges of developing talent. Finally, proposals were made for developing global talent and roles for HRD researchers and practitioners.
The Stakeholders
The results of this study will provide insights or guides for researchers interested in talent management/development and HR practitioners involved in a multinational enterprise.
Organisational approaches to talent management are often concerned with the ways that a small proportion of relatively high‐performing employees are identified and managed in relation to the majority. Despite a growing literature on talent management, no papers have provided any guidance on how to evaluate it from an ethical standpoint. After considering what is meant by talent, this paper considers the ethical issues that arise from the operation of talent management programmes. These considerations are then used to create a framework that has the potential to influence the practical design of talent programmes and which may focus further debate into the ethics of talent management.
This paper includes a summary of selected research results on International Human Resource Management (IHRM) in Small- and Medium-Sized Enterprises (SMEs). Within the analysis and discussion, the focus is on specificities of SMEs, implicitly compared to Multinational Enterprises (MNEs). This paper first addresses the importance of the SME founder's profile in designing the internationalisation process. Then, particular features of HR practices in SMEs such as recruitment, selection and retention issues, human resource development practices and associated learning processes as well as expatriate management are analysed. Furthermore, the major problem of SMEs, the scarcity of resources, is discussed in the context of HRM. This analysis leads to implications for practice and for future research, mainly calling for more empirical studies and for a different approach to the strategic international management of human resources than in MNEs.
Because we live in an economy in which all work is becoming knowledge work and in which intellectual capital is important for company success and, indeed, its value in the capital markets, there is an assumption that "the company with the best talent wins." This war for talent imagery overlooks the fact that it is often the case that effective teams often outperform even more talented collections of individuals, that individual talent and motivation is partly under the control of what companies do, and that what matters to organizational success is the set of management practices that create the culture. But it is not just that the war for talent is the wrong metaphor for organizational success. Fighting the war for talent itself can cause problems. Companies that adopt a talent war mind set often wind up venerating outsiders and downplaying the talent already inside the company, set up competitive, zero sum dynamics that makes internal learning and knowledge transfer difficult, activate the self-fulfilling prophecy in the wrong direction, and create an attitude of arrogance instead of an attitude of wisdom. For all of these reasons, even fighting the war for talent may be hazardous to an organization's health and detrimental to doing the things that will make it successful.
If the volume of literature in the popular and practitioner press is any guide, practitioners in the field of human resources are now primarily in the business of talent management. But what is talent management and what basis does it have in scientific principles of human resources and management? In this paper we address this question by reviewing problems with the definition of talent management and the lack of data supporting many practitioner claims. We then outline research that supports a systems-oriented definition of talent management that focuses on the strategic management of talent. We then outline future avenues of research to further develop the field of talent management and tie it more closely to the large volume of work in strategic human resources management.
Human resource management in professional services firms: Too good to be true? Transcending conflicting institutional logics
Bevort, F., & Poulfert, F. (2015). Human resource management in professional services
firms: Too good to be true? Transcending conflicting institutional logics. German
Journal of Human Resource Management, 29(2), 102-130.
Talent management and performance in the public sector: The role of organisational and line management support
Kravariti, F., Tsousas, K., & Scullion, H. (2022). Talent management and performance in the
public sector: The role of organisational and line management support. International
Journal of Human Resource Management. doi:10.1080/0985192.2022.203265