- 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
Stars are not only much higher performing than their peers, but also much more visible within the firm. Star employees are likely to be sought out by their lower-performing peers. Moreover, high visibility and frequent interaction make it likely that the stars will develop abundant social capital. Thus, they are relied on to develop information advantage through their social capital. However, not all of the information effects of stardom are beneficial. Stars’ abundant social capital may produce the unintended side effect of information overload. We highlight the role of talent management in mitigating these information-overload effects for stars, to allow them to shine.
Shad Morris, PhD, Cornell University, is the Georgia White Fellow and associate professor of Management at the Marriott School, Brigham Young University. Professor Morris conducts research on building global innovation capabilities through talent. In particular, he explores empirical problems related to how companies can more effectively invest in employee competencies and social networks to create firm value. He has published in outlets such as the Academy of Management Review, Journal of International Business Studies, Strategic Management Journal, Journal of Operations Management, and Harvard Business Review. Before becoming an academic, he worked for the World Bank, Management Systems International, and Alcoa.
James Oldroyd, PhD, Northwestern University, is the Ford/Richard Cook Fellow and Associate Professor of Strategy at the Marriott School, Brigham Young University. He has taught at SKK-GSB in Seoul, South Korea, and The Ohio State University. His research explores the intersection of stars, networks, and knowledge flows. He has published in outlets such as the Academy of Management Review, Organization Science, and Harvard Business Review. He teaches courses on strategy, strategy implementation, international business, and negotiations to undergraduates, MBAs, and executives.
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