Description
Book SynopsisSignificantly revised and updated, the second edition of
Smart Talent Management presents a fresh perspective on two important areas of emphasis for current research and practice: talent management (TM) and knowledge management (KM). It identifies, defines, and explores the implementation of talent management strategies aimed at facilitating effective knowledge management in an organization.
A valuable hybrid, this book integrates the field of knowledge management with talent management areas of specialization focusing in particular on staffing, training, professional development, and organizational learning and change. This book identifies obstacles to talent management’s success, providing new perspectives associated with the ongoing debate on ‘inclusive’ versus ‘exclusive’ models of talent management.
Taking a fresh new look at an organization’s human talent as a repository of knowledge – both tacit and explicit – the second edition of Smart Talent Management will appeal to advanced undergraduate and graduate students, scholars, practicing managers and consultants in the field of human resources.
Trade Review‘This book will give leaders, scholars and policymakers unique and practical insights to integrate knowledge and talent management. Knowledge is a vital pillar in the future of work and organizations. Vlad Vaiman, Charles M. Vance, and Ling Ju have compiled many important global perspectives here.’ -- John Boudreau, University of Southern California, Marshall School of Business, US
‘A deep understanding of talent and knowledge management is critically important in a post-pandemic world characterized by flexible, hybrid, and remote working arrangements. This volume thoroughly explores highly relevant issues for research and practice in both areas.’ -- Wayne F. Cascio, University of Colorado, Denver, US
'Smart Talent Management
, a term coined by the editors (Vaiman and Vance) in the previous edition of this highly informative and instructive book, is “simply the combination of talent management and knowledge management.” In this second edition, the editors advance our understanding of smart talent management rather substantially. One of the many ways is by incorporating a more macro, global perspective. They do this through guidance they have provided to and shared with their excellent cadre of chapter contributors. Indeed, this second edition could as well define smart talent management as “simply the combination of global talent management, talent management and knowledge management.” Another significant way is by incorporating a great deal of the relatively recent phenomena of the increasing importance in organizations of diversity, inclusion, flexibility, resilience, adaptability, and a new emphasis on workplace and non-workplace work venues. It is to their credit that the authors have embraced these new phenomena into their own work and this second edition. In doing so, they have provided a broader path forward for future researchers in the areas of talent management and knowledge management.’ -- Randall S. Schuler, Rutgers University, US and University of Lucerne, Switzerland
Table of ContentsContents: Foreword xv David Collings 1. Smart talent management: the productive fusion of talent and knowledge management 1 Vlad Vaiman, Charles M. Vance and Ling Ju 2. Conceptualizing and operationalizing ‘inclusive’ talent management: four different approaches 18 Françoise Cadigan, Nicky Dries and Anand van Zelderen 3. In the war for talent: just who is worthy of development? Talent development in organizations 46 Thomas Garavan, Clíodhna MacKenzie and Colette Darcy 4. Accelerated development of organizational talent and executive coaching: a knowledge management perspective 67 Konstantin Korotov 5. Employee learning and development from the perspective of strategic HRM 84 Saba Colakoglu, Yunhyung Chung and Ying Hong 6. Talent staffing systems for effective knowledge management 107 Mark L. Lengnick-Hall and Andrea R. Neely 7. Leveraging firms’ absorptive capacity by talent development 128 Marina Latukha and Maria Laura MacLennan 8. Employee knowledge hiding: the roles of protean career orientation, HR system and relational climate 150 Anne Roefs, Saša Batistič and Rob F. Poell 9. The unrealized value of global workers: the need for global talent management 165 Anthony McDonnell, Stefan Jooss and Kieran M. Conroy 10. Upward global knowledge management: a review and preliminary field validation of the host country national local liaison role model 181 Charles M. Vance, Marian van Bakel, Torben Andersen and Vlad Vaiman Index
