Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
What is the value of talent management? building value-driven processes within a talent management architecture. / Sparrow, Paul; Makram, Heba.
In: Human Resource Management Review, Vol. 25, No. 3, 09.2015, p. 249-263.Research output: Contribution to Journal/Magazine › Journal article › peer-review
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TY - JOUR
T1 - What is the value of talent management?
T2 - building value-driven processes within a talent management architecture
AU - Sparrow, Paul
AU - Makram, Heba
PY - 2015/9
Y1 - 2015/9
N2 - The paper uses two concepts to organise the talent management literature: talent philosophies and a theory of value. It introduces the notion of talent management architectures and first analyses four talent management philosophies and the different claims they make about the value of individual talent and talent management architectures to demonstrate the limitations of human capital theory in capturing current developments. Having demonstrated the complexity of issues being research, it then syntheses these back down into a theory of value, and develops a framework based on four separate value-generating processes (value creation, value capture, value leverage and value protection). This framework draws upon a number of non-HR literatures, such as those on value creation, the RBV perspective, dynamic capabilities, and global knowledge management, and its used to understand the nature of value and how this might inform the design of any talent management system or architecture. The paper articulates 14 research propositions that the field now needs to evidence and suggests how research might now address these
AB - The paper uses two concepts to organise the talent management literature: talent philosophies and a theory of value. It introduces the notion of talent management architectures and first analyses four talent management philosophies and the different claims they make about the value of individual talent and talent management architectures to demonstrate the limitations of human capital theory in capturing current developments. Having demonstrated the complexity of issues being research, it then syntheses these back down into a theory of value, and develops a framework based on four separate value-generating processes (value creation, value capture, value leverage and value protection). This framework draws upon a number of non-HR literatures, such as those on value creation, the RBV perspective, dynamic capabilities, and global knowledge management, and its used to understand the nature of value and how this might inform the design of any talent management system or architecture. The paper articulates 14 research propositions that the field now needs to evidence and suggests how research might now address these
KW - value creation
KW - value capture
KW - value leverage
KW - value protection
KW - talent management
KW - HR architecture
U2 - 10.1016/j.hrmr.2015.04.002
DO - 10.1016/j.hrmr.2015.04.002
M3 - Journal article
VL - 25
SP - 249
EP - 263
JO - Human Resource Management Review
JF - Human Resource Management Review
SN - 1053-4822
IS - 3
ER -