- 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
Despite the economic importance of small- and medium-sized enterprises (SMEs), talent management in this context is under-researched. The liability of smallness and scarce resources as typical features of SMEs require a specific definition and approach to talent management in this sector. The limited knowledge about talent management in SMEs indicates major challenges in attracting and retaining talent. We draw on the literature on human resource management (HRM) in SMEs, to put talent-management issues in a wider context. Furthermore, we outline HRM and talent-management networks and cooperation in industry clusters as a means for SMEs to join forces to compete with larger, multinational companies. However, this chapter also indicates that more research is needed in the field of talent management in SMEs.
Marion Festing is a professor of Human Resource Management and Intercultural Leadership at the Berlin campus of ESCP Europe. Furthermore, she is the Business School’s Academic Director of the Talent Management Institute. In her research, she focuses on topics such as international HRM strategies and approaches, with special emphasis on emerging countries, female careers, global talent management, and global performance and reward management. Her most recent book is International Human Resource Management: Managing People in a Multinational Context (7th edn., Cengage, forthcoming), which she wrote as part of a tricontinental team, together with Peter J. Dowling (Australia) and Allen D. Engle (USA).
Katharina Harsch is a research assistant and PhD student at the Chair of Human Resource Management and Intercultural Leadership and an affiliated researcher at the Talent Management Institute, situated at ESCP Europe’s Berlin campus. Her main research focus centers on talent management from different angles, concentrating on various working environments.
Lynn Schäfer heads the Talent Management Institute at ESCP Europe, Berlin campus. Her research interests include human resource management and talent management. Former research projects have focused on talent management in Germany, for instance gender inclusion and diversity elements in talent-management practices in the German media industry, and talent management in medium-sized companies.
Hugh Scullion is a professor in International Human Resource Management in Hull University Business School. He has published in leading journals including the Academy of Management Journal, Journal of World Business, Human Resource Management Journal, and Human Resource Management Review. He is a co-author of recent books on Global Talent Management (Routledge, 2010), Strategic Talent Management: Contemporary Issues in International Context (CUP, 2014), and Global Staffing (Routledge, 2008). His current research interests include global talent management, SMEs, and the emerging markets.
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