Innovation Management in Defensive Organizations

Innovation Management in Defensive Organizations

A Qualitative Study of the Drivers and Consequences of Talent Management in Organization

Document Type : Original Article

Authors
seyyedebrahim mousavi 1
Seyyedreza Seyyedjavadin 2
Tahmores Hassangholipour 2
1 PhD student in Public Administration, Kish International Campus, University of Tehran, Kish, Iran
2 Professor, Department of Business Administration, University of Tehran, Tehran, Iran
10.22034/qjimdo.2025.494708.1728
Abstract
Background & Purpose: Talent management, as one of the strategic processes in organizations, plays an important role in identifying, attracting, developing and retaining key employees. With increasing competition in global markets and rapid environmental changes, organizations seek to identify drivers effective on talent management and its consequences in order to achieve a sustainable competitive advantage. Based on this, this research has been conducted with the aim of identifying and qualitatively analyzing the drivers affecting talent management and investigating its consequences in organizations.
Methodology: qualitative method and thematic analysis strategy were used in this research. The statistical population of the research included 20 managers and experts of the petrochemical industry who were selected using targeted and snowball sampling and semi-structured interviews were conducted with them. The analysis of the research data was done through coding in the form of three categories of basic, organizing and inclusive themes.
Findings: Based on the research data analysis, proponents of talent management was categorized into three main areas; Talent management drivers (including organizational culture, linking with organizational strategy, forming a talent pool, using technology, recruiting and hiring policies, and diversity and inclusion), talent management processes (including identifying and attracting talents, performance management, succession, talent retention, talent growth and development, and talent training), and talent management outcomes (including work-life balance, increased job satisfaction, reduced turnover, and improved organizational performance).
Conclusion: The results of the research emphasize the importance of formulating comprehensive talent management strategies that not only ensure the attraction and retention of capable forces, but also provide the basis for the realization of organizational goals through the development of internal capacities. Therefore, managers and policy makers are advised to pave the way to improve organizational performance and sustainability by identifying and strengthening key drivers and reducing existing obstacles.
Keywords
Antecedents
Consequences
Talent Management

Subjects

Agarwal, U. A. (2014). Linking justice, trust and innovative work behavior to work engagement, Personnel Review, 43(1), 41-73.
Alvarez, S. A. and Barney, J. B. (2017). Resource‐based theory and the entrepreneurial firm. Strategic Entrepreneurship: Creating a New Mindset, 87-105.
Attride-Stirling, J. (2001). Thematic networks: an analytic tool for qualitative research. Qualitative Research, 1(3), 385–405.
Bagheri, Molem; Alishiri, Mohammad Mahdi; Tavallaei, Ruhollah and Tahmasabi, Siamak. (2013). Talent management in Iran's oil industry: effective factors and macro strategy. Strategic studies in oil and energy industry, 5 (19), 9-37.
Boudlaie, H., Kenarroodi, M. H. and Ebadi, H. (2023). A phenomenological study of executiveleadership transition: Executive succession planning in-state commercial banks. South Asian Journal of Marketing & Management Research, 13(2), 10-23.
Boudlaie, H., Kenarroodi, M., Ebadi, H. and Bahmani, A. (2021). Digital human resource management: An approach to creating organizational agility in the public sector in the digital economy era (A study on the public sector banking network in Iran). Journal of Public Administration, 13(4), 766-785.
Cappelli, P. (2008). Talent Management for the Twenty-First Century, Harvard Business Review, 86(3),74-81.
Challa, R., Parne, M. D., Srinivas, M., & Shravya, N. (2024). Crafting code keepers: An in-depth exploration of talent management strategies for sustainable employee retention in the software industry. In MATEC Web of Conferences (Vol. 392, p. 01053). EDP Sciences.
Collings, D. G. and Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304-313.
Collings, D. G., Mellahi, K. and Cascio, W. F. (2021). Global talent management and performance in multinational enterprises: A multilevel perspective. Journal of Management, 47(5), 1228-1248.
Festing, M., Schäfer, L. and Scullion, H. (2022). Talent management in small- and medium-sized enterprises: A systematic literature review. International Journal of Human Resource Management, 33(2), 372-401.
Gallardo-Gallardo, E., Dries, N. and González-Cruz, T. F. (2013). What is the meaning of 'talent' in the world of work? Human Resource Management Review, 23(4), 290-300.
Gallardo-Gallardo, E., Thunnissen, M. and Scullion, H. (2020). Talent management: Context matters. International Journal of Human Resource Management, 31(4), 457-473.
Hasan Alhammadi, I. H. T. (2019). The Role Of Strategic Talent Management (STM) To Enhance Jobs Performances In Oil & Gas Companies In The UAE: A Conceptual Framework. Blue Eyes Intelligence Engineering & Sciences Publication
Kamel, Nermeen. (2019). Implementing Talent Management and Its Effect on Employee Engagement and Organizational Performance. Paper presented at the Abu Dhabi International Petroleum Exhibition & Conference, Abu Dhabi, UAE, November 2019. doi: https://doi.org/10.2118/197665-MS
Kanarroudi, M.H. and Boudelai, H. (2024). A talent supply framework for digital start-ups: a qualitative multi-case study. Business Management, 16(2), 388-414.
Karmi Gilavand, M.; Haghigi, M. and Rizghi Rostami, A. (2023). Evaluation and analysis of factors affecting talent management in National Petrochemical Industries Company using structural equations. Management of Public Organizations, 11(3), 17-34.
King, K. A. and Vaiman, V. (2019). Enabling effective talent management through a macro-contingent approach: A framework for research and practice. Journal of Organizational Effectiveness, 6(4), 311-329.
Krishnan, T. N. and Scullion, H. (2017). Talent management and dynamic view of talent in emerging markets: A review and research agenda. International Journal of Human Resource Management, 28(18), 2478-2498.
Lewis, R. E. and Heckman, R. J. (2006). Talent management: A critical review. Human Resource Management Review, 16(2), 139-154.
Liu, Y., Vrontis, D., Visser, M., Stokes, P., Smith, S., Moore, N., Thrassou, A. & Ashta, A. (2021). ‘Talent management and the HR function in cross-cultural mergers and acquisitions: The role and impact of bi-cultural identity. Human Resource Management Review, 31(3), 2021, 100744.
McDonnell, A., Collings, D. G., Mellahi, K. and Schuler, R. (2020). Talent management: Progress and prospects. Human Resource Management Review, 30(4), 100682.Tarique, I. and Schuler, R. S. (2021). A conceptual framework for the strategic management of global talent. Journal of World Business, 56(2), 101206.
Moumeni, M., Sepahvand, R., Mousavi, S. N., & Nazarpouri, A. (2024). Providing a lean talent management pattern: qualitative method. Management Studies in Development and Evolution. doi: 10.22054/jmsd.2024.82187.4529
Onwugbolu, M. C. N. (2022). A conceptual framework to measure talent management strategies and organisational performance in selected retail stores, KwaZulu-Natal (Doctoral dissertation).
Roshan, S.A.; Barzegar, K. and Yagoubi, M. (2019). Designing the basic model of the talent management system. Public Management Research, 13(47), 161-188.
Sateesh K (2015). A Brief Report on Chemical and Petrochemical Industry in India. ASA & associates, Hyderabad, India.
Schuler, R. S., Jackson, S. E. and Tarique, I. (2011). Global talent management and global talent challenges: Strategic opportunities for IHRM. Journal of World Business, 46(4), 506-516.
Schuler, R. S., Jackson, S. E. and Tarique, I. (2011). Global talent management and global talent challenges: Strategic opportunities for IHRM. Journal of World Business, 46(4), 506-516.
Tarique, I. and Schuler, R. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of World Business, 45(2), 122-133.
Thunnissen, M. (2016). Talent management: For what, how and how well? An empirical exploration of talent management in practice. Employee Relations, 38(1), 57-72.
Vaiman, V., Scullion, H. and Collings, D. G. (2012). Talent management decision making. Management Decision, 50(5), 925-941.
Thunnissen, M., Boselie, P. and Fruytier, B. (2013). Talent management and the relevance of context: Towards a pluralistic approach. Human Resource Management Review, 23(4), 326-336.
Thunnissen, M., Boselie, P. and Fruytier, B. (2013). Talent management and the relevance of context: Towards a pluralistic approach. Human Resource Management Review, 23(4), 326-336.