- 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
We provide an integrative review of extant research related to talent (i.e., stars) in the team context. Beginning with a focus an the influences of stars on teams, we review research on stars’ roles as boundary spanners, in which stars may leverage their favorable network positions to enhance their teams’ access to external resources. We then examine stars’ interpersonal influences within teams, which can be positive (e.g., collaboration and mentoring) or negative (e.g., imposing constraints on colleagues’ opportunities). In the second section, we focus on the effects of the team context on stars. Here, we examine how characteristics of the team environment influence the value of stars’ contributions. We then examine the effects of complementarity and redundancy resources on stars’ behavioral propensities and performance outcomes. Finally, we draw on patterns of findings in the extant research we reviewed to identify critical directions for future research on stars and teams.
Rebecca R. Kehoe is an assistant professor of Human Resource Management at Rutgers University. Rebecca conducts research examining the interplay of human capital, social capital, and organizational context in the facilitation of innovation and competitive advantage in organizations. Against this backdrop, she maintains two active streams of research. In one, she studies how the characteristics, behaviors, and deployment of star performers influence the opportunities and performance enjoyed by stars’ colleagues and broader organizations. In another, she studies the roles of alternative HR systems, collaborative exchange, and internal and external knowledge stocks and flows in supporting superior unit and organizational performance. Rebecca’s research has appeared in the Strategic Management Journal, Journal of Management, ILR Review, and Research in Personnel and Human Resources Management. She serves on the editorial boards of the Journal of Management, Personnel Psychology, and the International Journal of Human Resource Management.
Blythe L. Rosikiewicz is a doctoral candidate in Management at the LeBow College of Business, Drexel University. Her research interests include interpersonal competition in the workplace, status and power dynamics, and the dark side of leadership.
Daniel Tzabbar is an associate professor of Strategy, at LeBow College of Business, Drexel University. He received his PhD from Rotman School of Management, University of Toronto. His research focuses on creating and testing organizational and strategic theories related to the mechanisms that facilitate learning and technological change. His work highlights the micromechanisms associated with human capital as a key driver of these transformations. By integrating human capital theory with knowledge-based view and power theories, his research provides a theoretical and empirical meeting ground for economists, organizational theorists, and strategic human capital scholars. His work has been published in premier outlets such as the Academy of Management Journal, Strategic Management Journal, Organization Science, and Journal of Management, where he also serves as an editorial review board member.
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