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date: 18 August 2019

(p. xi) List of Tables

(p. xi) List of Tables

  1. 4.1 Ability, Motivation, and Opportunity Variables at Each Level of the Three-Level Model of Individual Performance 76

  2. 5.1 Common Components across Current Models and Surveys of High Potential Indicators (adapted from Silzer and Church 2009a) 97

  3. 6.1 Portability of Performance at Organizational Entry and Exit 126

  4. 9.1 Overview of Empirical Studies Investigating Employee Reactions to Talent Identification 171

  5. 9.2 Suggested Research Questions, Levels of Analysis, and Research Designs 188

  6. 10.1 Virtual Team Talent-Management Framework 196

  7. 17.1 Levels of Succession 320

  8. 18.1 Aligning Business Strategy and Talent Development 348

  9. 18.2 Example Talent Pools with Performance Expectations 349

  10. 18.3 Key Principles Guiding Talent-Development Practice 352

  11. 19.1 Definitions of Talent and Related Concepts 363

  12. 22.1 Overview of Discussion Points and Questions for Talent Management in Public Sector Contexts 430

  13. 23.1 Talent Management: Some Related Questions for Research and Practice 456

  14. 24.1 A Summary of Implementation, Internalization, and Integration Issues in the Context of Talent Management in MNCs 465

  15. 24.2 Illustrative Example of Potential Outcomes of Talent Management at Different Levels 471

  16. 26.1 Three Types of Attachment and Types of Nonstandard Work that Describe Each One 496

  17. 26.2 Frequency of Articles Addressing Combinations of Nonstandard Work and Talent-Lifecycle Elements 503

  18. 26.3 Representative Theories or Research Frameworks Applied to Independent Contractors, Outsourcers, and Temporary-Help Agencies 508

  19. (p. xii) 26.4 Research Frameworks Applied to Freelance Platforms and Crowdsourcing 510

  20. 28.1 Research Questions—Identifying Talent 540

  21. 28.2 Research Questions—Acquiring Talent 545

  22. 28.3 Research Questions—Developing Talent 548

  23. 28.4 Research Questions—Evaluating Talent 550