- 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
What do talented employees carry with them as they move across organizations? How portable are their expertise, resources, and performance? As organizations’ needs for talent grow and individuals’ career trajectories become increasingly diverse, these questions become more important. In this chapter, we draw from career-mobility research and develop a framework that considers the human capital, social capital, and identity issues in talent movement. We also provide implications for organizations as talent enters and exits an organization. In sum, we suggest that intake of talent per se does not necessarily lead to successful acquisition and utilization of the talent’s capital. Conversely, departure of talent does not mean an absolute loss to organizations—losing talent can potentially bring organizations unexpected gains, such as new social resources.
Gina Dokko is an associate professor at the University of California, Davis. Her research focuses on the consequences of job mobility and careers for individuals and organizations, including effects on innovation, learning, performance, and social capital. Her research has been published in the Strategic Management Journal, Research Policy, Organization Science, Organization Studies, and the Academy of Management Journal. She sits on the editorial review boards of the Strategic Management Journal and Organization Science. Professor Dokko holds a PhD in Management from the Wharton School of the University of Pennsylvania, an MS of Industrial Administration from Carnegie Mellon GSIA, and a BS of Economics from the Wharton School. Before her doctoral studies, she held various positions in marketing and strategy at firms such as 3M and American Express.
Winnie Jiang is a doctoral student of Organizations and Management at Yale University. Her current research focuses on understanding individuals’ experiences as they move across organizational and/or occupational boundaries, as well as the individual- and organizational-level antecedents and consequences of their movement. She also studies how individuals, especially those from marginalized groups, negotiate challenges in their work life and construct meaning from their work and careers, the findings of which provide helpful implications to organizations. To answer these research questions, she employs both qualitative and quantitative methodologies in unique social contexts. Before entering the doctoral program, Winnie received a BA of Economics and Psychology from Agnes Scott College in Atlanta, Georgia.
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