- The Oxford Handbook of Talent Management
- List of Figures
- List of Tables
- List of Contributors
- The Historical Context of Talent Management
- Star Performers
- Within-Person Variability in Performance
- The Potential for Leadership
- Managing Talent across Organizations: The Portability of Individual Performance
- Human Capital Resource Complementarities
- Talent and Teams
- Talent or Not: Employee Reactions to Talent Designations
- Virtual Teams: Utilizing Talent-Management Thinking to Assess What We Currently Know about Making Virtual Teams Successful
- Stars that Shimmer and Stars that Shine: How Information Overload Creates Significant Challenges for Star Employees
- Employer Branding and Talent Management
- Talent Intermediaries in Talent Acquisition
- Straight Talk About Selecting for Upper Management
- Managing talent Flows Through Internal and External Labor Markets
- Workforce Differentiation
- Succession Planning: Talent Management’s Forgotten, but Critical Tool
- Talent Development: Building Organizational Capability
- Talent and Turnover
- HR Metrics and Talent Analytics
- Talent Management in the Global Context
- Talent Management in the Public Sector: Managing Tensions and Dualities
- Talent Management in Emerging Economies
- Talent Management in Multinational Corporations
- Talent Management in Small- and Medium-Sized Enterprises
- Talent Management of Nonstandard Employees
- Integrating Talent and Diversity Management
- How is Technology Changing Talent Management?
Abstract and Keywords
Firms must increasingly innovate to gain a competitive advantage. One method of innovation is by designing work or grouping individuals in ways that create unique relationships between their knowledge, skills, abilities, and other characteristics, and by designing these relationships to be accessible by the firm (i.e., creating human capital resources). Synergistic relationships between two or more human capital resources are therefore human capital resource complementarities. In the chapter we discuss how talent-management practices relate to the formation, maintenance, and bundling of human capital resource complementarities. We start by briefly summarizing the key features of resource complementarities observed within the broader strategy literature. We then consider the nature of complementarities specifically for human capital resources, and consider numerous types of complementarities that may exist. We conclude by proposing a research agenda to understand how talent-management practices are related to human capital resource complementarities and competitive advantage.
Robert E. Ployhart is the Bank of America Professor of Business Administration and Chair of the management department at the University of South Carolina’s Darla Moore School of Business. His PhD is in Industrial and Organizational Psychology from Michigan State University (1999). His research focuses on human capital, staffing, personnel selection, recruitment, staffing-related legal issues, and ↵applied statistical models such as structural equation modeling, multilevel modeling (HLM/RCM), and longitudinal modeling. His most recent research focuses on the intersection of psychology with organizational strategy. He has served as an associate editor for the Journal of Applied Psychology and Organizational Behavior and Human Decision Processes, and on the editorial boards of six scientific journals. He has received many scholarly awards, and is a Fellow of the American Psychological Association, the Association for Psychological Science, and the Society for Industrial and Organizational Psychology.
Ormonde R. Cragun is a PhD student of Organizational Behavior and Human Resources at the Darla Moore School of Business at the University of South Carolina. He received his Masters of Organizational Behavior from Brigham Young University and Bachelor of Arts in Personnel and Human Resource Management from Utah State University. Before entering academia, Ormonde was the vice president of Organizational Effectiveness at Conservice. Before Conservice, he spent the majority of his career at Bell Helicopter Textron, where he served in various human resources and continuous improvement roles, including director of HR Strategy, senior HR business partner, director of Continuous Improvement, and Six Sigma Master Black Belt. Ormonde’s research interests include executive succession, executive personality, compensation, human capital, and strategic human resources.
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