- 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
This chapter examines talent management through the lens of worker flows, emphasizing the interdependence between staffing decisions across jobs and over time. It reviews existing theories on how people flow across jobs within and across organizations, as well as how organizations balance those internal and external flows in staffing jobs. Although different theories have generally been used to analyze internal and external mobility, I note that organizations are using increasingly market-like structures to manage internal moves, while research is also revealing increasing amounts of structure in flows of workers across organizations. I also argue that studies continue to highlight the substantial benefits that organizations receive from staffing jobs through internal rather than external mobility, despite increases over time in outside hiring.
Matthew Bidwell is an associate professor in Wharton’s Management Department. His research examines new patterns in work and employment, focusing in particular on the causes and effects of more short-term, market-oriented employment relationships. He has conducted research on how firms balance internal mobility and hiring in staffing jobs and what the effects of those different strategies are. He has also studied the careers and management of highly skilled contractors. Before working at Wharton, he was an assistant professor at INSEAD. He received his PhD from the MIT Sloan School. He currently serves as a senior editor at Organization Science.
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