- 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
Given the proliferation of technology developments and the continued use of teams within organizations, it is not surprising to see an increasing use of virtual teams. In response, researchers are more closely examining factors that may affect virtual team performance. There have been several reviews that do a thorough job of providing the current state of the virtual team literature, as well as providing directions for future research in this area. However, within the current chapter, we leverage a framework from the talent-management literature to assess whether certain talent-management-related topics have been adequately considered within the virtual team literature. Within each section of the framework leveraged here, we outline what the virtual team research has discussed, as well as where future opportunities exist. Our contention is that by integrating thoughts from the talent-management literature, additional insights and gaps can be identified within the virtual team literature.
M. Travis Maynard, PhD, is an associate professor within the Department of Management at Colorado State University. He has conducted extensive research in the area of organizational team effectiveness, with primary interests centering on the role that team context has on team interactions and outcomes. In particular, some of his research has focused on the impact that interacting through virtual means has on team processes and performance. Beyond his work on virtual teams, Maynard also has conducted several research projects examining teamwork within healthcare settings. As a result of this line of research, he and his colleagues have seen dramatic increases in the teamwork skills of the healthcare providers they have work with, which has translated into substantial improvements in patient outcomes. Maynard’s experiences with teams within the healthcare industry has led him to become increasingly interested in team adaptation, resilience, and teamwork in extreme contexts, which has led to numerous current projects on these topics.
Matti Vartiainen is a professor of Work and Organizational Psychology at the Department of Industrial Engineering and Management, Aalto University School of Science. He is a mentoring professor in the Virtual and Mobile Work Research Unit (http://www.vmwork.net/). With his research teams, he is studying organizational innovations, digital work, leadership, and well-being in new ways of working, mobile and multilocational distributed teams and organizations, reward systems, knowledge and competence building, and e-learning systems. He has edited and authored the following books, among others: Mobile Virtual Work: A New Paradigm? (2006, with J. H. Erik Andriessen and M. Vartiainen, eds., Springer); Distributed and Mobile Work—Places, People and Technology (2007, with Marko Kakonen, Satu Koivisto, Petri Mannonen, Mika P. Nieminen, Virpa Ruohomäki, and Anni Vartola, Otatieto); and Reward Management—Facts and Trends in Europe (2008, with C. Antoni, X. Baeten, N. Hakonen, and H. Thierry, H., eds., Pabst Science Publishers).
Diana Sanchez is currently pursuing her PhD in Industrial-Organizational Psychology from Colorado State University. She obtained her MS in Industrial-Organizational Psychology from the University of Baltimore in 2010 and has a BS in Psychology from Portland State University. Her research expertise focuses on technology innovation and implementation, specifically looking at how organizations can integrate technological solutions to help manage their human capital. Her research primarily includes virtual teams, training simulations, and online assessment. Her applied experience includes over four years of work as a human capital consultant in Industrial-Organizational Psychology and over seven years of experience working in human resource management. Sanchez has previously worked for organizations such as John Hopkins University and Personnel Decisions Research Institute.
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