The Oxford Handbook of Talent Management draws upon perspectives from, inter alia, human resource management, psychology, and strategy to chart the topography of the area of talent management and to establish the base of knowledge in the field of talen management.

The Oxford Handbook of Talent Management offers academic researchers, advanced postgraduate students, and reflective practitioners a state-of-the-art overview of the key themes, topics, and debates in talent management.

The Handbook is designed with a multi-disciplinary perspective in mind and draws upon perspectives from, inter alia, human resource management, psychology, and strategy to chart the topography of the area of talent management and to establish the base of knowledge in the field. Furthermore, each chapter concludes by identifying key gaps in our understanding of the area of focus.

The Handbook is ambitious in its scope, with 28 chapters structured around five sections. These include the context of talent management, talent and performance, talent teams and networks, managing talent flows, and contemporary issues in talent management. Each chapter is written by a leading international scholar in the area and thus the volume represents the authoritative reference for anyone working in the area of talent management.

Autorentext
David Collings is Professor of Human Resource Management (HRM) at Dublin City University Business School where he leads the HR Directors' Roundtable and is Joint Director of the Leadership and Talent Institute. He previously held academic appointments at the University of Sheffield and National University of Ireland Galway and visiting appointments at King's College London and Strathclyde University. His research and consulting interests focus on talent management and global mobility. In 2014 and 2015 he was named as one of the most influential thinkers in the field of HR by HR Magazine. He has published numerous papers in leading international outlets and seven books. He sits on a number of editorial boards including British Journal of Management and Journal of Management Studies. He is Senior Editor at Journal of World Business and former Editor of Human Resource Management Journal and the Irish Journal of Management. Kamel Mellahi is a Professor of Strategic Management at Warwick Business School where he teaches and researches in the areas of international business and strategic management. He research interests straddle international strategies of emerging markets multinationals, nonmarket strategy, and global talent management. He has published eight books and over 80 scholarly articles in top tier journals such as Journal of International Business Studies, Journal of Management, Journal of Management Studies and Strategic Management Journal. He serves as a Senior Editor for the Journal of World Business and Consulting Editor for the British Journal of ManagementR. He is a previous (co)-Editor-in Chief of the International Journal of Management Reviews. Wayne F. Cascio holds the Robert H. Reynolds Distinguished Chair in Global Leadership at the University of Colorado Denver. He has published 28 books, and more than 185 articles and book chapters. A former president of the Society for Industrial and Organizational Psychology, Chair of the Society for Human Resource Management Foundation, and member of the Academy of Management's Board of Governors, he is an elected fellow of the National Academy of Human Resources, the Academy of Management, the Society for Industrial and Organizational Psychology, and the Australian HR Institute. He received SHRM's Losey Award for Human Resources Research in 2010, and SIOP's Distinguished Scientific Contributions award in 2013.

Klappentext

The Oxford Handbook of Talent Management draws upon perspectives from, inter alia, human resource management, psychology, and strategy to chart the topography of the area of talent management and to establish the base of knowledge in the field of talen management.

Inhalt

• Part I: Context

• 1: David G. Collings, Kamel Mellahi, and Wayne F. Cascio: Introduction

• 2: Peter Cappelli and J.R. Keller: The Historical Context of Talent Management

• Part II: Talent and Performance

• 3: Ernest O'Boyle and Sydney Kroska: Star Performers

• 4: Amirali Minbashian: Within-Person Variability in Performance

• 5: Rob F. Silzer and Walter C. Boreman Rob F. Silzer: The Potential for Leadership

• 6: Gina Dokko and Winnie Jiang: 1. Managing Talent Across Organizations: The Portability of Individual Performance

• 7: Rob E. Ployhart and Ormonde R. Cragun: Human Capital Resource Complementarities

• Part III: Talent, Teams, and Netwaorks

• 8: Rebecca R. Kehoe, Blythe L. Rosikiewicz, and Daniel Tzabbar: Talent and Teams

• 9: Maria Christina Meyers, Giverny De Boeck, and Nicky Dries: Talent or Not: Employee Reactions to Talent Designations

• 10: Travis Maynard, Matti Vartiainen, and Diana Sanchez: 1. Virtual Teams: Utilizing Talent Management Thinking to Assess: What We Currently Know about Making Virtual Teams Successful

• 11: Shad Morris and James Oldroyd: 1. Stars that Shimmer and Stars that Shine: How Information Overload Creates Significant Challenges for Star Employees

• Part IV: Managing Talent Flows

• 12: Martin R. Edwards: Employer Branding and Talent Management

• 13: Rocio Bonet and Monika Hamori: Talent Intermediaries in Talent Acquisition

• 14: Scott Highhouse and Margaret E. Brooks: Straight Talk about Selecting for Upper-Management

• 15: Matthew Bidwell: 1. Managing Talent Flows Through Internal and External Labour Markets

• 16: David G. Collings: Workforce Differentiation

• 17: Anthony J. Nyberg, Donald J. Schepker, Ormonde R. Cragun, and Patrick M. Wright: Succession Planning: Talent Management's Forgotten, but Critical Tool

• 18: David V. Day and Patricia M. G. O'Connor: Talent Development: Building Organizational Capability

• 19: John P Hausknecht: Talent and Turnover

• 20: Alexis A. Fink and Michael C. Sturman: HR Metrics and Talent Analytics

• Part V: Talent Management in Context

• 21: Shaista E. Khilji and Randall S. Schuler: Talent Management in the Global Context

• 22: Paul Boselie and Marian Thunnissen: Talent Management in The Public Sector: Managing Tensions and Dualities

• 23: Fang Lee Cooke: Talent Management in Emerging Economies

• 24: Ingmar Björkman, Mats Ehrnrooth, Kristiina Mäkelä, Adam Smale, and Jennie Sumelius: Talent Management in Multinational Corporations

• 25: Marion Festing, Katharina Harsch, Lynn Schäfer and Hugh Scullion: Talent Management in Small- and Medium-Sized Enterprises

• 26: Wayne F. Cascio and John W. Boudreau: Talent Management of Nonstandard Employees

• 27: Darren T. Baker and Elisabeth K. Kelan: Integrating Talent and Diversity Management

• 28: Gavan O'Shea and Kerrin George: How is Technology Changing Talent Management?