Inclusive Talent Development As A Key Talent Management

Human Resource Management Review xxx (xxxx) xxx
Contents lists available at ScienceDirect
Human Resource Management Review

journal homepage: www.elsevier.com/locate/hrmr
Inclusive talent development as a key talent management

approach: A systematic literature review
Maniam Kaliannan a, *, Darshana Darmalinggam a, *, Magiswary Dorasamy b,
Mathew Abraham a
a
Nottingham University Business School, University of Nottingham Malaysia, 43500 Semenyih, Selangor, Malaysia
b
Faculty of Management, Multimedia University, 63100 Cyberjaya, Malaysia
A R T I C L E I N F O A B S T R A C T
Keywords: Over the past decades, organizations have faced challenges in retaining good employees due to
Talent development market competition and talent scarcity, thereby forcing leaders to improve their human resource
Talent management strategies. Organizations often source exclusive talent development instead of nurturing talent
Frugal innovation
inclusively. Exclusive refers to organizations’ tendency to hire top talents outside their organi
Inclusive talent development
zation when needs arise, or if they have to look for candidates within the organization, only those
Exclusive talent development
Resource-based view identified as performers within their elite pool are selected. Literature suggests that inclusive
Organizational performance talent development (i.e., career development via training for all employees regardless of indi
Individual talent growth vidual performance) can complement management for employee retention. The present study
carries out a systematic review of articles published from 1997 to 2020 pertaining to talent
development, particularly inclusive nurturing, to enable frugal human resource management, i.e.,
developing human resource inclusive talent development (ITD) in a resource constrained envi
ronment. We address three major questions: to what degree is talent development (TD) repre
sented in the wider talent management (TM) literature?; how does ITD contribute to individual
talent growth and organizational performance?; and what are the limitations of current research
on ITD? A total of 48 articles on TD, with 13 articles on ITD, are analyzed to provide theoretical
and practical insights. This review presents research gaps on inclusive TD, and highlights future
research directions, such as wider coverage to develop a more comprehensive scope, TD for low
performers to improve their individual growth and organizational performance, application of
frugal innovation through ITD, and association with resource-based view – valuable, rare,
inimitability, and organized model (RBV-VRIO). While ITD coupled with other TM activities has
significant effect on individual growth and organizational performance, the evidence for and
discussion of this concept remains scarce. The research contributes to existing HRM literatures:
(1) TD is a limited area of research and has minority representation within TM literature; (2) ITD
is becoming increasingly crucial for individual talent growth and organizational performance
towards a sustainable competitive advantage as primed by the RBV – VRIO model; and (3) key
limitations of research on TD include one-sided perspectives to TD, lack of balance between in
dividual talent growth and organizational performance, and other methodological weaknesses.
* Corresponding authors.
E-mail addresses: maniam.kaliannan@nottingham.edu.my (M. Kaliannan), ksay6ddd@nottingham.edu.my (D. Darmalinggam).
https://doi.org/10.1016/j.hrmr.2022.100926
Received 7 July 2020; Received in revised form 13 June 2022; Accepted 22 June 2022
1053-4822/© 2022 The Authors. Published by Elsevier Inc. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Please cite this article as: Maniam Kaliannan, Human Resource Management Review, https://doi.org/10.1016/j.hrmr.2022.100926
M. Kaliannan et al. Human Resource Management Review xxx (xxxx) xxx
1. Introduction
Over the past two decades, talent management (TM) and talent development (TD) have gained much popularity as key human
resources are viewed as strategic partners towards successful business strategies. Congruently, organizations have begun investing in
internal talent selection, attraction, and development to create an internal pipeline comprising future leaders (Gallardo-Gallardo,
Thunnissen, & Scullion, 2020; Wolfswinkel & Enslin, 2020). Although succession planning is widely used within the corporate world to
ensure a primed pipeline when gaps occur, most organizations have been slow in its adoption (Farndale, Scullion, & Sparrow, 2010;
Hughes & Rog, 2008; Sonnenberg, van Zijderveld, & Brinks, 2014). In fact, the lack of talented employees to fill in key positions when
gaps arise remains an issue. Thus, organizational strategies are necessary to develop employees and create a wider pool of future
internal talent base, ideally by using inclusive talent development (ITD) (Asplund, 2020; Baum, 2008; Golubovskaya, Solnet, &
Robinson, 2019; Kulkarni & Scullion, 2015; Murillo & King, 2019). While most of those papers dealt with TM explicitly, this study finds
that ITD is silent and elements of ITD appears implicitly in these papers. Those papers were instrumental in highlighting the need for
more explicit research on ITD which led to the formulation of research questions in this study. Highlighting ITD is imperative in the
support of individual talent growth and organizational performance in the context of RBV-VRIO in which the research believes to add
value to the existing body of knowledge. Five talent tensions exist, exclusive-versus-inclusive, subject-versus-object, innate-versus-
acquired, input-versus-output, and transferable-versus-context-dependent (Dries, 2013). Although the focus of this paper is on the
exclusive-versus-inclusive area, all other tensions remain important for future research.
However, in TM literature, TD is primarily considered from its importance of developing high potential or performers, also known
as ‘A’ employees (Collings, 2014; Collings & Mellahi, 2009; Lewis & Heckman, 2006; Vaiman, Haslberger, & Vance, 2015) whereas low
or ‘C’ performers are neglected or even suggested for termination. The inclusion of less-privileged employees in terms of skills, jobs,
and position are commonly overlooked in organizations, given the focus on the elitist group (Al Ariss, Cascio, & Paauwe, 2014) using
the exclusive talent development (ETD) approach. Tansley, Kirk, and Tietze (2013) and Bolander, Werr, and Asplund (2017) are two
exceptions that regard the development of all employees, using ITD rather than ETD. Despite the burgeoning interest in TM, its un
ambiguous and multidimensional facets are intensified by research on TD. Therefore, further knowledge on TD is required for or
ganizations to improve managing their skilled-talent shortages alongside overcoming the issue of millennials dominating the
workforce (Guthridge, Komm, & Lawson, 2008; Vaiman et al., 2015).
Notably, TM and TD in organizations are highly important on a global scale (Pereira, Collings, Wood, & Mellahi, 2022). This issue is
exacerbated with the need to adapt to the changing demographic of millennials dominating the workforce (Guthridge et al., 2008;
Vaiman, Scullion, & Collings, 2012). Although ambiguous and multidimensional by definition, TM essentially centers around a series
of human resource management (HRM) activities and processes that involve the systematic attraction, identification, development,
engagement, retention and deployment of talents that add value in creating a strategic and sustainable organizational success
(Bolander et al., 2017; Collings & Mellahi, 2009; Collings, Mellahi, & Cascio, 2019; Hughes & Rog, 2008; Lewis & Heckman, 2006;
Scullion, Collings, & Caligiuri, 2010; Thunnissen & Van Arensbergen, 2015; Vaiman et al., 2015).
TD is widely defined as the practice of developing skills and competencies of employees considered as ‘talent’, on par with
Resource-Based View (RBV) and “valuable, rare, inimitable, and organized resources” (VRIO) models. The core idea of the theory is
that rather than looking at the competitive business environment to obtain a market niche or an edge over competition and threats,
organizations should consider its internal resources and potentials. RBV theory argues that VRIO resources lead to a competitive
advantage, which can be achieved by delving into ITD instead of leaning onto ETD (Ambrosius, 2018; Crane & Hartwell, 2019; Kabwe
& Okorie, 2019; Maqueira, Bruque, & Uhrin, 2019; Tatoglu, Glaister, & Demirbag, 2016; Valverde, Scullion, & Ryan, 2013).
The field of human resource management (HRM) has seen an ascendancy in the past two decades. It all begun with personnel
management which grew into HRM and strategic human resource management (SHRM) later on. Traditional HRM focuses on indi
vidual performance while SHRM targets organizational performance. In fact, SHRM looks at HRM systems (Jia, Jiao, & Han, 2021) as a
business solution rather than HRM practices in silo. SHRM is all about building a competitive advantage through the creation of a
SHRM model that strategically links the firm’s HR architecture and firm performance. A firm’s HR architecture is made up of its
system, practices, competencies and employee performance that reflect management and development of the firm’s strategic human
capital. Strategic human capital development directs SHRM to the ever growing and popular term ‘talent management’ (TM). (Becker
& Huselid, 2006; Knies, Boselie, Gould-Williams, & Vandenabeele, 2015; Russo, Moeller, & Liesch, 2021; Wright & McMahan, 2011).
TD as a TM practice (Vaiman, Cascio, Collings, & Swider, 2021) can be approached in two ways, exclusive and inclusive. Caplan
(2014) defines talent development in terms of career development that matches employees’ short and long-term endeavors with that of
organizational needs. Thus, ITD refers to career development primarily via training for all employees, regardless of individual per
formance to match the skillset required by the organization’s internal talent pipeline. TD is a minor part of the wide array of TM
practices (Kabwe & Okorie, 2019). Despite its initial target for all employees in general (Chambers, Foulon, Handfield-Jones, Hankin,
& Michaels, 1998), over the years, most organizations have focused on the elitist, high-performing employees using ETD (Ambrosius,
2018; Asplund, 2020; Clarke & Scurry, 2020). Based on a research done by University of Pennsylvania, external hires earn 18% to 20%
more than internal hires for a similar position (Uzialko, 2021). Given that ETD is an expensive investment compared to ITD, as it is
associated with recruiting services and additional training needs (Indeed, 2021), ITD can potentially help close the skills mismatch in
these organizations at lower costs effectively. However, the dearth of knowledge on inclusive TD as a key TM approach calls for urgent
and vast research. ITD and ETD are the two approaches and as mentioned, extant literature mainly supports the latter due to its
reduction of risks of mismatch between the person, job, and organization (P-J-O fit). As such, organizations prefer to hire top talents
from external sources when needs arise, or if they have to look for candidates within the organization, select identified performers from
their elite talent pool (Ambrosius, 2018; Asplund, 2020; Clarke & Scurry, 2020; Maqueira et al., 2019; Snyder, Stewart, & Shea., C.,
2
2021; Tyskbo, 2019). Citing SHRM Human Capital Benchmarking Database, Krell (2015) state that external hires make up to 66% of
positions filled in organizations with an average staff size of 595 full-time employees. Nevertheless, it should be noted that cultural
preferences for hiring sources could occur in different countries such as Japan (Froese, Shen, Sekiguchi, & Davies, 2020; Furusawa &
Brewster, 2015; Liu et al., 2021; Peltokorpi & Jintae Froese, 2016). By comparison, ITD promotes the concept of inclusivity, whereby
all employees in an organization are viewed as equally talented and capable to become a performer if given the proper training,
development, and opportunities (Baum, 2008; Böhmer & Schinnenburg, 2016; Crowley-Henry & Al Ariss, 2018; Williamson & Harris,
2019).
Although TD is widely confirmed as a TM practice (Latukha, 2018; Tatoglu et al., 2016; Tyskbo, 2019), majority of extant literature
support the ETD approach. However, TD is central for every employee given the rising issue of mismatch between skills required by
industry and those acquired by employees (Beamond, Farndale, & Härtel, 2016; Farndale et al., 2010). Despite its importance,
knowledge on TD (Garavan, Morley, Cross, Carbery, & Darcy, 2021) and ITD from the perspective of TM is fragmented. Organizations
may be omitting these crucial elements due to their current ETD practices. For this reason, greater insights into ITD are necessary to
provide for a sound visualization and conceptualization of ITD as a salient TM approach. In this study, the contributions in relation to
TM literature is twofold. Theoretically, findings can expand the knowledge base for TD in TM literature while catalyzing the un
derstanding of this relationship. The study also emphasizes the need for further ITD research in the field of TM.
In line with resource-based view (RBV) theory, Crane and Hartwell (2019), Höglund (2012), Kabwe and Okorie (2019), and
Tatoglu et al. (2016) argued that long-term investment in core competencies provide a sustained advantage as contemporary com
petencies become baseline capabilities of an organization (Pagan-Castano, Ballester-Miquel, Sanchez-Garcia, & Guijarro-Garcia,
2022). RBV promotes the need to attract and nurture talent who have the competencies and ability to induce organizational pro
ductivity. The core idea of the theory is that rather than looking at the competitive business environment to obtain a market niche or an
edge over competition and threats, organizations should consider its internal resources and potentials. RBV theory argues that VRIO
resources lead to a competitive advantage, which can be achieved by delving into ITD instead of leaning onto ETD (Ambrosius, 2018;
Crane & Hartwell, 2019; Kabwe & Okorie, 2019; Maqueira et al., 2019; Tatoglu et al., 2016; Valverde et al., 2013). Moreover, ETD has
its own risks, which include the lack of continuous commitment and loyalty associated with the organization from those outside the
exclusive talent pool and the costly talent-head-hunting approach for filling in management positions. Therefore, ITD is a frugal and
smart move for long-term organizational sustainability. The inclusively developed talent must already be assimilated to the culture and
practices that encourage their work engagement.
Alongside the importance of inclusivity practices, RBV points out that individual skills and knowledge are essential to achieve
positive organizational outcomes. The theory explains the critical value of human capital resources in an organization’s search for
sustainable competitive advantages. RBV is based upon two prime assumptions, that talents are (1) heterogeneous and (2) immobile.
Thus, ITD is an appropriate strategy to nurture talents towards sustainable competitive advantage via the application of the VRIO
(Value, Rare, Imitability and Organized) model (Lopes, Farinha, Ferreira, & Silveira, 2018; Murcia, Ferreira, & Ferreira, 2022;
Rothaermel, 2013) for creating a talent pool within an organization. The VRIO framework is strategic tool designed to support
Fig. 1. Five stages of systematic literature review.
3
Fig. 2. Flowchart for inclusion and exclusion in the review.
4
organizations uncover and protect the resources and capabilities that give them a long-term competitive advantage.
A number of varied studies and reports, such as CIPD, Meyers (2020) already highlight a growing use of inclusive TM. In fact, these
reports find ITM is more common that ETM in SMEs and that anything from 30 to 40% of large organizations utilize ITM. However,
based on the SLR conducted in this research, there is limited research in IT specifically within the context of ITD. Thus, this study delves
deeper into the literature in the TM context for TD and explores the research gaps, particularly on ITD, through a systematic review of
relevant literature. It also looks at the RBV-VRIO attributes and its relationship with ITD in particular in line with VRIO’s objective to
identify, nurture and develop internal talent pool through to business identify its core competencies to be able to develop a sustainable
long-term competitive advantage. The five-stage systematic method is adopted from Tranfield, Denyer, and Smart (2003) to analyze 48
articles on TD and ITD and subsequently provide future research avenues. Hence, we attempt to address the following research
questions:
RQ1: To what degree is talent development (TD) represented in the wider talent management (TM) literature?
RQ2: How does inclusive talent development (ITD) contribute to the individual talent growth and organizational performance?
RQ3: What are the limitations of current research on ITD?
The following sections show the review method detailing five stages to a systematic review (Tranfield et al., 2003) with a careful
representation of article selection and extraction. Then, descriptive findings of the reviewed articles are presented and utilized to
inform research and practice. A summary of observations is provided, followed by the conclusion.
2. Review method
This literature review is based on the five stages of systemic review proposed by Tranfield et al. (2003), as summarized in Fig. 1.
2.1. Stage 1: planning the review
The need for a review in the field of TM is imperative given its rising popularity in practice and the academia. This study aims to
offer researchers a comprehensive review of previous works related to TD, particularly ITD for individual talent growth and orga
nizational performance, which are given minimal importance.
2.2. Stage 2: identifying and evaluating papers
For the first step, we examine the number of papers using the selected keywords, which include general (TM) to more specific (TD,
ITD and ETD) concepts.
2.2.1. Inclusion and exclusion criteria

Fig. 2 summarizes the inclusion and exclusion criteria for the paper search. For initial inclusion, we selected papers that are
published between 1997 and 2020, peer-reviewed, and written in the English language. The flowchart of the inclusion and exclusion
process is as follows.
The filtration includes several criteria for inclusion of articles in the systematic review. First, peer-reviewed journals are selected as
the resource type to ensure non-biased and quality research. Peer-reviewed journals are controlled for quality through the review
(Lamothe, 2012) and thus are the most appropriate and valid literature. Other criteria for inclusion in the review is based on the novel
idea of TM following Chambers, Foulon, Jones, Hankins, & Michaels (1998) article on “war for talent”, and thus articles published after
1997 are chosen. Additionally, the articles need to rank B or above according to the Australian Business Deans Council (ABDC) journal
quality list to maintain the validity and quality of information presented. Finally, the articles must be written in English.
2.2.2. Keywords
This review focuses on the following research areas: (1) TM; (2) TD; (3) ITD; and (4) ETD. For the first keyword, the search includes
“talent management,” “strategic talent management in human resource management”, “global talent management”, “managing
talent”, “talent”, and “TM” (abbreviations). Numerous authors interchangeably use these terms in relating their research to TM
concepts. The next key terms are “talent development”, “talent development in human resource management”, and “TD”. Furthermore,
we included “inclusive talent development” and “ITD”, then “exclusive talent development” and “ETD”. Each keyword set is searched
Table 1
Focus categories and component title keywords used in construction of TM and TD related articles.
Focus category
1 2 3 4
Talent Management Talent Development Inclusive Talent Exclusive Talent

Development Development
“Talent Management” OR “TM” OR “Strategic Talent “Talent Development” OR TD OR “Inclusive Talent “Exclusive Talent
Management in Human Resource Management” OR Global “Talent Development in Human Development” OR ITD Development”
Talent Management” OR “Managing Talent” OR “Talent” Resource Management” OR ETD
5
individually, and later combined with the others. Table 1 presents the keyword sets used for this review.
2.2.3. Search strategy

The search strategy is to sift through papers that discussed TD, ITD, and ETD in TM. The data source used for the review is
NUsearch, Nottingham University’s e-library, which pools all articles from various databases. NUsearch is highly appropriate for this
systematic review given its wide coverage. The application of filters for peer-reviewed journals published between 1997 and 2020,
English language, and A*, A, and B ranking, identifies 1318 papers for the first phase of inclusion. Appendix A outlines the 42 databases
pooled in NUsearch as electronic resources for the social science field. As such, although it was within considerations to search in more
databases, it was decided against fearing duplications (insufficient gains compared to effort).
Given the scope of this study, the initial search for literature begins with “talent management”, which resulted in over 400,000
articles prior to the filtration. Subsequently, a filter within the database is used to select articles based on the inclusion criteria detailed
in Section 2.2.1, to ensure the best quality of TM literature.
2.3. Stage 3: extracting and synthesizing data
The data extraction follows several phases.

Step 1: The first phase entailed a filtration as per the inclusion criteria, as shown in Fig. 2. The extraction is illustrated in Fig. 3. A
total of 1318 articles are identified from a wide array of human resource management practices using at least one of the selected
keywords.
Fig. 3. PRISMA flow of article selection stages.
6
Step 2: The second phase on exclusion of non-accessible and duplicate articles bring down the sample size to 823. Duplicate articles
could have appeared due to publication in multiple databases.
Step 3: The 487 articles are further categorized into editorials and periodicals. Exclusion of editorial call for special issues removed
345 papers, bringing down the sample size to 142.
Step 4: The fourth phase mapped the articles to operational definitions of keywords.
Step 5: Articles included in this phase explicitly portray the relationship of TM and TD. Only 48 articles are included in the final
sample size, as shown in Fig. 3.
Steps 4 and 5: The final stages (Tranfield et al., 2003) Stage 4 Reporting descriptive findings and Stage 5 Utilizing the findings to
inform research and practice are discussed under Sections 3 and 4, respectively.
3. Descriptive findings
This section presents results of the systematic literature review using descriptive findings in accordance with the research questions
posed in Section 1.
3.1. Degree of TD representation in TM literature
This section answers the first research question, that is, to what degree is TD represented in the wider TM literature? Based on
Appendix B, of the 487 TM articles, only 48 are TD (9.9%), 14 are ITD (2.7%), and 34 are ETD (7.0%). These percentages clearly
highlight the limited research on TD, particularly ITD.
3.2. Summary of TD literature (48 articles)
Appendix C summarizes the 48 articles included in this systematic literature review, including the year, authors, theories, type of
paper, industry, method of study, and type of TD perspectives. All 48 articles in the final sample raises TD as part of TM-related
practices. Most of the articles are published in the last decade (2008–2020), as shown in Fig. 5. The highest publication recorded
was in year 2014 and 2019 (7 articles).
Appendix D details the sample breakdown by research location. Notably, majority of the studies are carried out in the United
Kingdom (UK), followed by Europe, China, and Germany. Besides, majority of the articles (67%) are empirical studies, 31% are
conceptual papers and 2% are review studies. Of the 48 articles, 15 presents the concept of TD in TM practice and one is a literature
review.
Appendix E shows that the TD research mainly uses the qualitative method (38%), while quantitative method (25%) and mixed
method (4%) are less used. The method used was not stated in 16 papers.
Table 2 shows the articles grouped by theories used. The articles used 17 theories, and the most popular are psychological contract
theory and RBV, each with six mentions. Other theories mentioned include institutional, social exchange, and human capital. In
studying the relationship between TD and TM, the articles at times encompass several theories, including RBV (Crane & Hartwell,
2019; Höglund, 2012; Kabwe & Okorie, 2019; Tatoglu et al., 2016), human capital (Collings, 2014; Kabwe & Okorie, 2019), social
capital (Collings, 2014), social exchange (Festing & Schäfer, 2014), institutional (Horwitz, 2013; Tatoglu et al., 2016), and psycho
logical contract (Clarke & Scurry, 2020; Höglund, 2012).
Only one article addresses TD from the perspective of ability, motivation and opportunities theory (AMO). According to this theory,
individuals’ ability, motivation, and opportunities as provided by employers influence behavior towards work performance (Jiang
et al., 2012; Marin-Garcia & Tomas, 2016). More importantly, ability acts as a prerequisite for motivation and opportunities and is
found to be the only component that directly and positively influence HRM performance (Bos-Nehles, van Riemsdijk, & Looise, 2013).
Fig 5. TD Publication trend.
7
Table 2
Sample articles by theories used.
No Theories Frequency Authors
1. Psychological contract theory 6 Collings and Mellahi (2009), Festing & Schafer, McNulty & De Cieri, 2016, Clarke and Scurry
(2020), Sonnenberg, Zijderveld & Brinks, Hoglund
2. Resource-based view 6 Kabwe and Okorie (2019), Tatoglu, Glaister & Demirbag, Ambrosius (2018), Maqueira et al.
(2019), Valverde et al., Crane & Hartwell
3. Institutional theory 4 Festing, Schafer & Scullion, Horwitz, Tatoglu, Glaister & Demirbag, Preece, Iles & Chuai
4. Social exchange theory 3 Festing and Schäfer (2014), Khoreva, Vaiman & Van Zalk, (2017), Asplund (2020)
5. Human capital theory, 2 Kabwe and Okorie (2019), Claussen, Grosjean, Luger & Probst
6. AMO framework (Ability, Motivation, 1 Collings and Mellahi (2009)
Opportunity),
7. Organizational citizenship behavior 1 Collings and Mellahi (2009)
8. Social capital theory 1 Claussen, Grosjean, Luger & Probst
9. Management fashion theory 1 Preece, Iles & Chuai
10. Corporatist framework 1 Williamson & Harris
11. People equity framework 1 Schiemann
12. Piirto’s educational talent pyramid 1 Golubovskaya, Solnet & Robinson
13. P-O fit theory 1 Kontoghiorghes
14. Relational psychological contract 1 Murillo & King
15. Rhetorical obfuscation 1 Huang & Tansley
16. Sociological new institutionalism 1 Ewerlin & Sub
17. Capability approach 1 Swailes, Downs & Orr
Table 3
Sample articles by journal.
Journal ABDC rank Frequency Percentage
1. The International Journal of Human Resource Management A 17 35.4%

2. Journal of World Business A* 10 20.8%
3. International Journal of Contemporary Hospitality Management A 5 10.4%
4. Thunderbird International Business Review B 4 8.3%
5. Employee Relations B 4 8.3%
6. Personnel Review A 4 8.3%
7. Human Resource Management Review A 2 4.2%
8. Human Resource Development Quarterly B 1 2.1%
9. Human Resource Development International A 1 2.1%
Total 48 100%
Consisting of the necessary skills and knowledge possessed by individuals to implement HRM practices at the ground level (Ujma &
Ingram, 2019), the concept of ability needs to be tapped given the rising issue of skills mismatch in various organizations.
Table 3 outlines the source of sample by their respective journals. The ABDC rank list used is that of 2019. Majority of the articles
are from ‘The International Journal of Human Resource Management’, followed by ‘Journal of World Business’ and ‘International
Journal of Contemporary Hospitality Management’. Only two articles are published in ‘Human Resource Management Review’, one
article is published in ‘Human Resource Development Quarterly’, and one article is published in ‘Human Resource Development
International’.
From the breakdown of samples in terms of exclusivity–inclusivity TD practices, majority (71%) of the sample fall into the ex
clusivity category and only a few (29%) indicate ITD. For example, while Kabwe and Okorie (2019) outrightly explained the need to
invest in high potentials for TD purposes, Williamson and Harris (2019) viewed talents from an inclusive perspective and considered
TD as a TM practice. Although both articles differ in the manner of relating TM to TD, they set a grouping in terms of the exclusive or
inclusive approach.
In summary, the findings clearly show the lack of research on the TM–TD relationship and especially on TD–ITD perspectives.
Several articles use empirical data while few are conceptual. In terms of methodology used, the articles show a balance of quantitative
and qualitative methods. Ultimately, only 29% (14 papers) considered ITD within TD while 71% (34 papers) focused on ETD.
3.3. ITD contribution to individual talent growth and organizational performance
This section answers the second research question, that is, how does ITD contribute to individual talent growth and organizational
performance? Majority of the reviewed articles (34) attested to ETD practices while the others (14) adopted ITD practices. Tables 4 and
5 highlight the quotes and/or wordings used that explicitly portray ETD or ITD. For ITD applications, most of the articles mention the
importance of ITD mainly for individual talent growth, apart from the ITD process itself, such as training and development activities.
Other issues mentioned within ITD articles are on inclusive approach of talent development for all levels and categories of employees,
such as low ranking, underutilized or with disabilities, migrant, and international skilled workers. Other key factors observed are the
applications on SMEs and one article discussed the national labor policy in the context of ITD.
8
Table 4
Plotting of Articles for ETD, ITD, and ITD Focus.
No Author(s) Exclusive TD Inclusive TD ITD Focus
(ETD) (ITD)
1. Ambrosius (2018) X
2. Asplund (2020) X
3. Baum (2008) X Importance of T & D for self-growth
4. Böhmer and Schinnenburg (2016) X Importance of T & D for self-growth
5. Cerdin and Brewster (2014) X
6. Clarke and Scurry (2020) X
7. Claussen, Grohsjean, Luger, and Probst X
(2014)
8. Collings (2014) X
9. Collings and Isichei (2018) X
10. Collings and Mellahi (2009) X
11. Crane and Hartwell (2019) X Conceptual paper on importance of ITD
12. Crowley-Henry and Al Ariss (2018) X International skilled migrants
13. Dries, Vantilborgh, and Pepermans (2012) X
14. Ewerlin and Süß (2016) X
15. Farndale et al. (2010) X
16. Festing and Schäfer (2014) X
17. Festing, Kornau, and Schäfer (2015) X Case studies on importance of T & D
18. Festing, Schäfer, and Scullion (2013) X ITD in SMEs - for all
19. Golubovskaya et al. (2019) X Importance of ITD - conceptual paper
20. Hartmann, Feisel, and Schober (2010) X
21. Höglund (2012) X
22. Horwitz (2013) X National policy implications on ITD on labour laws
23. Huang and Tansley (2012) X
24. Hughes and Rog (2008) X
25. Kabwe and Okorie (2019) X
26. Khoreva, Vaiman, and Van Zalk (2017) X
27. Kontoghiorghes (2016) X
28. Kulkarni and Scullion (2015) X Underutilized talent for ITD
29. Latukha (2015) X
30. Latukha (2018) X
31. Maqueira et al. (2019) X
32. McCracken, Currie, and Harrison (2016) X
33. McDonnell, Lamare, Gunnigle, and Lavelle X
(2010)
34. McNulty and De Cieri (2016) X
35. Murillo and King (2019) X National/International culture and ITD
36. Preece, Iles, and Chuai (2011) X
37. Preece, Iles, and Jones (2013) X
38. Schiemann (2014) X Conceptual paper on importance of ITD
39. Scholz (2012) X
40. Skuza, Scullion, and McDonnell (2013) X
41. Sonnenberg et al. (2014) X
42. Tatoglu et al. (2016) X
43. Tyskbo (2019) X
44. Vaiman et al. (2015) X
45. Valverde et al. (2013) X ITD for lower level employees
46. Vance, Chow, Paik, and Shin (2013) X
47. Williamson and Harris (2019) X Importance of ITD for individual talent growth
48. Swailes, Downs, and Orr (2014) X Use of positive psychology & capability approach in
conceptualising ITD
9
Table 5
M. Kaliannan et al.
TM philosophies attesting to ETD or ITD practices.
Author (year) Exclusive talent development practices Inclusive talent development
practices
‘High ‘High ‘Key positions/ ‘Star ‘Exclusive ‘Top ‘High calibre/ ‘Differential treatment ‘Inclusive ‘Workforce at all
performers’ potentials’ people/ staff’ players’ talent’ talent’ better workforce’ of employees’ talent’ levels’
1 Hughes and Rog (2008) x x

2 Collings and Mellahi x x
(2009)
3 Scholz (2012) x x
4 McNulty and De Cieri x x
(2016)
5 Ambrosius (2018) x x
6 Khoreva, Vaiman, and x x x x
Van Zalk (2017)
7 Maqueira et al. (2019) x
8 Kabwe and Okorie (2019) x x
9 Clarke and Scurry (2020) x
10 Asplund (2020) x
11 Tyskbo (2019) x
12 Hartmann et al. (2010) x x x
13 Tatoglu et al. (2016) x
14 McDonnell et al. (2010) x
15 Festing and Schäfer x
(2014)
16 Collings (2014) x
10
17 Farndale et al. (2010) x x

18 Latukha (2018) x
19 Vaiman et al. (2015) x
20 Claussen et al. (2014) x x
21 Cerdin and Brewster x
(2014)
22 Sonnenberg et al. (2014) x x
23 Vance et al. (2013) x x x
24 McCracken et al. (2016) x x
25 Collings and Isichei x
(2018)

26 Ewerlin and Süß (2016) x
27 Preece et al. (2013) x
28 Preece et al. (2011) x x x
29 Skuza et al. (2013) x x
30 Höglund (2012) x x
31 Kontoghiorghes (2016) x x
32 Latukha (2015) x
33 Huang and Tansley x x
(2012)
34 Dries et al. (2012) x
35 Valverde et al. (2013) x
36 Baum (2008) x
37 Festing et al. (2013) x
(continued on next page)
M. Kaliannan et al.
Table 5 (continued )
Author (year) Exclusive talent development practices Inclusive talent development
practices
‘High ‘High ‘Key positions/ ‘Star ‘Exclusive ‘Top ‘High calibre/ ‘Differential treatment ‘Inclusive ‘Workforce at all
performers’ potentials’ people/ staff’ players’ talent’ talent’ better workforce’ of employees’ talent’ levels’
38 Williamson and Harris x

(2019)
39 Festing et al. (2015) x
40 Böhmer and x
Schinnenburg (2016)
41 Horwitz (2013) x
42 Crane and Hartwell x
(2019)
43 Kulkarni and Scullion x
(2015)
11
44 Golubovskaya et al. x x
(2019)
45 Murillo and King (2019) x x
46 Schiemann (2014) x
47 Crowley-Henry and Al x x
Ariss (2018)
48 Swailes et al. (2014) x x

Table 6
Summary of ITD for Individual Talent Growth and Organizational Performance.
No Author (year) Individual Talent Growth Organizational Performance
1 Valverde et al. (2013) Individual must be motivated, committed and loyal to Awareness and involvement among managers for talent growth
grow in organization
2 Baum (2008) Inclusive and developmental approach, focusing on Value to practitioners in helping them to evaluate their TD strategies for
talent identification and acknowledgement to support organizational growth.
growth
3 Festing et al. (2013) Development approach for all performing and non- Strategy to cope for war for talent and organizational growth
performing managers for growth
4 Williamson and Harris Importance for individual talent growth –
(2019)
5 Festing et al. (2015) Gender inclusion for holistic talent growth Diversity approach for better talent and organizational performance
6 Böhmer and Talent’s lifelong development of career orientations Holistic approach on global TD for effective organizational
Schinnenburg (2016) and growth performance
7 Horwitz (2013) Assessment of barriers to skills formation and Policy measures taken and capacity to implement plans to support
retention measures taken to address individual skills organizational growth
development
8 Crane and Hartwell Human and social capital components of talent to The human capital and social capital components of talent to support
(2019) support individual growth organizational growth
9 Kulkarni and Scullion Need to include underutilized talent Need for strong leadership support
(2015)
10 Golubovskaya et al. Importance for individual talent growth –
(2019)
11 Murillo and King Value-based and brand alignment behavior for Designing relevant and timely TD initiatives that have the potential to
(2019) improved talent growth enhance organizational performance
12 Schiemann (2014) Talent investment optimization for individual growth Equity framework that serves as a global bridge between important
individual and business outcomes processes and policies that drive high
or low talent optimization.
13 Crowley-Henry and Al Longer term strategic potential of the international Comprehensive TD for long term organizational growth
Ariss (2018) workforce of skilled migrants
Alignment of ITD to support organizational growth (positive
14 Swailes et al. (2014) To ensure everyone has opportunities to develop basic psychology & capability approach)
and internal capabilities
Table 6 summarizes the focus of TD, such as on individual talent growth and organizational performance. Out of the 13 papers on
ITD, most focused on both outcomes of individual benefits and organizational benefits. The articles considered why and how ITD can
add value to individual employees and eventually to organizational growth. For individual benefits, ITD is considered important in
talent development activities for employees’ career growth such as training needs analysis, skills gap assessment, lifelong talent
development, management of challenges in career progressions, underutilized talents and value-based talent development agenda. For
organizational performance, the key areas include the awareness among managers on ITD for employees and organizations, strategies
to manage talent war, need for strong leadership push for ITD, designing appropriate frameworks, process and policies that can drive
talent optimization, and comprehensive TD for long term organizational growth and business sustainability.
3.4. Limitations in TD research
This section answers the third research question, that is, what are the limitations of current research on TD? The 48 articles are
analyzed and only 31 explicitly mentioned their limitations. Table 7 shows that most of the limitations center around the research
design, sampling methods, selection of industries or organizations, inclusive vs exclusive TD, incomplete inclusion of TM processes,
country-specific studies, selection of specific group of employees rather than all, and separate focus on individual talent growth and/or
organizational performance rather than both.
Further analysis is carried out to examine specific limitations for ITD, which are found in only 7 of 13 articles. As mentioned earlier,
the common limitations include the focus on either individual talent growth or organizational performance and not on both as
advocated in literature and in the present review. The other limitations include weaknesses in research design on selection of sample
size, data collection methods, focus of the study is too organization- or country-specific, and exclusion of other external attributes in
the context of general TD. Therefore, we provide possible research focus to the limitations listed with the objectives to improve the
quantity and quality of articles on ITD (Table 8).
12
Table 7
Limitations of articles on ITD and ETD.
No Author(s) Limitation
1 Ambrosius (2018) Relies exclusively on self-reports of the employees; measured subjective outcome; small sample size
2 Asplund (2020) Mediator and outcome were measured at the same time, reverse causality problem; risk of common method bias
3 Clarke and Scurry (2020) Data were based on retrospective reports by participants
4 Collings and Mellahi (2009) Talent management lacks a consistent definition and clear conceptual boundaries
5 Crowley-Henry and Al Ariss Only at organizational level- ignoring national labour laws
(2018)
6 Dries et al. (2012) Study’s design did not allow for the demonstration of causal effects
7 Ewerlin and Süß (2016) Respondents’ subjective views could have been distorted
8 Festing and Schäfer (2014) Studied TM as an entire, idiosyncratic system; the terms ‘talent’ and ‘talent management’ can have multiple meanings
for different companies
9 Festing et al. (2015) Llimited number of case studies; German-context specificity; and excluded intercultural aspects
10 Festing et al. (2013) Usage of short questionnaire with only 24 questions; descriptive nature of the data set and how the cluster analysis is
interpreted; and findings are limited to German SMEs.
11 Hartmann et al. (2010) Interviews with managers from seven companies; internal talent pools within western MNCs, excluding external talent
pools
12 Höglund (2012) Common method variance despite our attempts to reduce the magnitude of this problem; sample was restricted to
managers and professionals among selected organizations in Finland; and did not have data on the formal identification
of talent in the sample organizations
13 Horwitz (2013) Analysis uses principles of labour market demand and supply which have limitations in explaining firm-level behavior
14 Khoreva, Vaiman, and Van Zalk Causality; sample consisted of only Finnish MNCs
(2017)
15 Kontoghiorghes (2016) Findings are based on self-reported data
16 Kulkarni and Scullion (2015) Findings are based on the views of a limited range of respondents
17 Latukha (2015) Sample did not allow to conduct cross-industrial analysis
18 Latukha (2018) Sample did not allow cross-industrial analysis; and limited research objectives and data setting
19 Maqueira et al. (2019) Results of a case study might be context-specific in nature
20 McCracken et al. (2016) Data collection was limited to a few key personnel within a limited number of cases; Have not compared the TM
practices used for graduates with another category of employees
21 McDonnell et al. (2010) Findings focus on a relatively small number of talent management systems
22 McNulty and De Cieri (2016) Limited to a focus on long-term international assignments and assignees as the primary source of data
23 Murillo and King (2019) Introduced the lagged measurement of brand-aligned behavior to account for cross-sectional study relying on self-report
measures.
24 Scholz (2012) Study is not significant in some cases at the job level, due to the small sample of participants
25 Skuza et al. (2013) Unable to state who the respondents may represent or not represent.
26 Sonnenberg et al. (2014) Measured the number of TM practices employed as perceived by the individual employee
27 Tatoglu et al. (2016) The TM variables in the study are aligned to the prescriptions of the CIPD
28 Tyskbo (2019) Exploratory single case study limited the level of generalizability
29 Vaiman et al. (2015) Two fields of global talent management and talent management are both relatively new and still developing.
30 Valverde et al. (2013) Issues with the sample size selected for the study
31 Vance et al. (2013) Self-report data subjects to biasness in subjective measure and social desirability
Table 8
Limitations of articles on ITD.
No Author(s) Limitations Possible Research Focus
1 Crowley-Henry and Al Only at organizational level- ignoring national labor laws Individual level analysis
Ariss (2018)
2 Festing et al. (2015) Limited number of case studies; German-context specificity; and excluded intercultural Multiple Case studies
aspects Intercultural Aspects
3 Festing, Schäfer, and Usage of short questionnaire with only 24 questions; descriptive nature of the data set and Comprehensive ITD
Scullion (2013) how the cluster analysis is interpreted; and findings are limited to German SMEs. instruments/measurements
4 Horwitz (2013) Analysis uses principles of labor market demand and supply, which have limitations in Firm level analysis
explaining firm-level behavior
5 Kulkarni and Scullion Findings are based on the views of a limited range of respondents Include all level of employees in
(2015) organization
6 Murillo and King The lagged measurement of brand-aligned behavior to account for cross-sectional study Other measures
(2019) relying on self-report measures.
7 Valverde et al. (2013) Issues with the sample size selected for the study Expand sample size
13
Fig. 6. ITD for Individual Talent Growth and Organizational Performance.
4. Discussion
Based on our extensive and systematic review of literature pertaining to TD and ITD, this study highlights two major gaps that we
believe warrant research attention. These two areas are (i) Level of TD in TM and (ii) Level of ITD in TD. In response to RQ1, there is
limited research of TD in TM practice. TD as a TM practice is undeniably gaining popularity over the years. However, given the large
number of initial search results (1318 articles), only 48 of those articles meet all the criteria for inclusion in the systematic literature
review. In other words, a mere 3% of the total initial search explicitly noted TD through the lens of TM. Accordingly, this review finds
that TD as part of a TM practice has indeed been limited within TM literatures. This limitation leads to incomplete TM cycle in
attracting, developing, rewarding, and retaining talent (Bolander et al., 2017; Thunnissen & Van Arensbergen, 2015; Vaiman, Collings,
& Scullion, 2017). In addition, research findings on the impact of TM systems on TD processes are still scarce (Thunnissen & Van
Arensbergen, 2015). Hence, expanding the knowledgebase for TD in TM literature is necessary.
As for RQ2, several TM strategies are presented in past literature. This novel notion began with the founder of TM, McKinsey and
Company, who suggested four strategies to tackle talent issues: (1) ensure management of talent is of utmost priority in the organi
zation of matter; (2) an employee value proposition, should there be none, is to be drawn out carefully, or if already in existence, be
further refined; (3) a strategic game plan on recruitment passages needs to be dissected; and, (4) embrace vigorous TD plans with focus
on low performers, effective feedback systems, welcoming people well before they are prepared for the job world and delving to the
root of retention issues (Chambers et al., 1998). Notably, TD which is part of Lewis and Heckman’s (2006) 1st perspective on TM
definition, branches into two approaches, exclusive and inclusive (Thunnissen, Boselie, & Fruytier, 2013). Although numerous TM
strategies have been presented, planning (4) that gives rise to the inclusive approach to TM as part of TD is often absent in practice.
Given that only 29% of the sample encompasses the inclusive TD category, ITD is apparently limited as a key TM approach. This
finding is concurrent to Boudreau (2013) that inclusive TD practices are still not widespread. Boudreau (2013) proposed that HR
should recognize that TD programs should be beneficial to many and not just an elite group of employees. Thus, this study offers
support for the infancy state of inclusive TD within TM literature as supported by descriptive findings from systematic review.
In terms of RQ3, there is limited research of ITD in TD practice. While Gallardo-Gallardo, Dries, and González-Cruz (2013) suc
cessfully summarized the conceptualization of talent through a framework, the present review differs through the specific focus into
the subject approach of TM, particularly in relation to TD. This systematic review unveils the implication of exclusive and inclusive
approaches to TD as part of TM practices. However, past literature has a dearth of knowledge on inclusive TD. Despite the evidence that
developing low performers as a key TM strategy is outlined during the novel emergence of TM (Chambers et al., 1998), only exclusive
TD in TM practices are highlighted in literature. Most organizations tend to develop only high-performers, and key employees, an
elitist differentiated architecture that is the exclusive approach. Thus, further research is urgent needly on inclusive TD as a key TM
approach and its constitutions. Low-level employees or ‘C’ performers need to be scrutinized in identification of candidates’ will
ingness or potential to be developed. This need is further intensified with the increasing challenge of mismatch between the industry
requirements and individual acquired skills.
14
4.1. Role of ITD in individual talent growth and organizational performance
ITD is becoming critical as part of the overall TM strategies for organizations due to talent scarcity and the war to obtain top talent
around the globe. This trend provides a timely context for organizational leaders to look inwards for ITD by having transparent
policies. This approach not only benefits the employees with planned career and talent growth but also contributes towards organi
zational growth and business sustainability by having talents as key resources for achieving competitive advantage (Crane & Hartwell,
2019; Golubovskaya et al., 2019; Vance et al., 2013).
Human resource leaders need to examine TD strategically using established models, such as that of Kirkpatrick (1959) where four
steps are identified for successful ITD: 1) training needs analysis; 2) designing the right training and development programs; 3)
implementing the programs as planned; and 4) monitoring and evaluating the effectiveness of TD programs to take corrective actions
where and when necessary. This model can result in positive organizational performance with improved return on investment (ROI)
and on expectations (ROE) with improved profits, productivity, growth, and ultimately business sustainability (Kirkpatrick & Kirk
patrick, 2006).
ITD is a long term investment in developing and retaining talent. No doubt employees job-hops which then would make ITD
redundant in the short run. However, in the long run, ITD catalyses improved organizational success. There are organizations which
have practiced strategic ITD in return for employee retention towards continuous contribution for the organization’s success such as
Google, Microsoft, Apple (Abdi, 2022; Carucci, 2021; Macnaught, 2016; Matsangou, 2015; McCormack, 2016).
4.2. RBV–VRIO in ITD
The role of a strategic talent development framework can support the achievement of ITD objectives. RBV is one of the strategic TM
theories explaining how organizations can sustain competitive advantage. As such, organizations can continuously earn superior
profits compared with their rivals (Barney, 1991; Barney, Wright, & Ketchen, 2001; P. F. Boxall & Purcell, 2008; Leonard-Barton,
1992; Leonard & Sensiper, 1998; Prahalad & Hamel, 1993).
In line with the RBV perspective (Barney, 1991; Barney et al., 2001; P. Boxall, 1996), long-term investment in core competencies is
argued to provide sustained advantage over time as contemporary competencies become baseline capabilities. Responsively, both
Prahalad and Hamel (1993) and Leonard-Barton (1992) highlight ITD, attraction, retention, and, increasingly, the development of
talents as the keys to the long-term renewal of an organization. These points are supported by Boxall and Purcell (2008), who argue
that firms need to attract and nurture people who have the competencies and ability to contribute to organizational productivity. An
inability to achieve this goal can lead the organization to failure or, at the very least, stunt its growth. The ultimate aim is to nurture
and develop talents who possess VRIO attributes (Lopes et al., 2018; Murcia et al., 2022), and clearly, this can be achieved with ITD as
the strategy for managing talents.
However, the application of RBV-VRIO model in ITD is limited to heterogenous and immobile talents from the RBV perspective.
Talents can be both mobile and immobile depending on the employment sectors i.e., generalist versus specialist. RBV only assists in
developing individual talent to be VRIO which adds value to organizations through employee value propositions (EVP).
4.3. Insights for TD practice
ITD for TD research must consider several key issues. First, organizational performance must be reflected by ROI and ROE. ROI
refers to the benefits that organizations can reap with well-planned and executed ITD programs for their employees who can gain the
required skills, knowledge, abilities, and the right attitude to support business growth and sustainability. Meanwhile, ROE refers to
benefits to both employees and organizations resulting from having engaged and loyal talents who resume leadership positions when
necessary. Therefore, ITD must be developed with right strategies to support organizational performance. Second, individual talent
growth can be achieved with ITD approach by empowering employees to take ownership of their career via self-career planning of
what, why, and how. Leaders in organization should be proactive in providing career development support to realize individual talent
growth. Finally, VRIO can serve as overarching framework to support both individual and organization net benefit within the context
of ITD for sustainable business growth and competitive advantage. Fig. 6 further explains the review summary based on the literature
assessment, which can also be used to link several key concepts to ITD.
5. Limitations and future research
5.1. Limitations
As with every other research, this review is not without its limitations. From a micro perspective, each article’s content may have
influenced the present findings. Articles used for the review are sorted based on TM approaches in practice in relation to TD to carry out
an in-depth content analysis to achieve the research objective. However, grouping articles in such manner may have bias given the
ambiguous definitions and varied perspectives of TM. In an attempt to reduce this issue, the definitions of each article are objectively
reviewed in line with the novel definitions of TM. Nevertheless, even the novel definition suggested a few angles from which TM can be
viewed. Thus, the method used in this study is not completely free from biases and may have been influenced by the authors’ prior
knowledge and experiences while potentially equating the findings in a different manner from the original research intent. Therefore,
concrete analysis on distinct TM practices can overcome this issue. Furthermore, the analysis conducted can only draw on existing TM
15
practices that are reported in the articles. Various best practices may exist but are unreported in the articles.
Given that TM is multidimensional in nature, TD as the only focus of this review can pose as another limitation of the study. Past
research has attested to various activities entailing TM, such as selection, recruitment, retention, and succession practices. However,
this study focuses on TD as a key TM approach, and thus limits the selection of articles, considering that other TM practices may be
discussed in the results.
5.2. Future research
5.2.1. Theme 1: wider coverage

Majority of the samples carried out research in major countries such as the UK, United States of America, and Europe. Minimal
research originated from smaller, developing economies such as Malaysia, Nepal, Sri Lanka, and Thailand. Future studies can include
these countries to provide for a better understanding of TM and TD from their perspectives, and its importance may well be higher
given the reduced cost of investment in developing all employees, a retention versus retrenchment strategy rather than focusing on
highly valued exclusive talents. Upcoming studies can also target journals that had fewer or no publication on TD in relation to TM. The
two journals with least percentage publications from the sample are Human Resource Management Review and Human Resource
Development Quarterly. Most of the articles are published in the International Journal of Human Resource Management and the
Journal of World Business. ITD is becoming increasingly relevant to the millennials at workplace. Hence, future research may
investigate how ITD can be an important approach to leverage the talents of millennials for continuous individual growth and
organizational performance.
5.2.2. Theme 2: TD of the low performers

As previously noted, TM practices are multi-dimensional in nature. The reviewed articles include a wide array of human resource
activities, from selection to retrenchment. However, TD of low performers or non-talent is identified as a key strategy during the
emergence of TM (Chambers et al., 1998), but neglected in literature. As such, future research can explore the 1D approach to TM
based on TD. Furthermore, given its scarcity, ITD requires further research as a key TM approach to achieve a societal, economic level
perspective (Tansley et al., 2013) in TD.
5.2.3. Theme 3: frugal innovation through ITD

Frugal innovation (FI) is managing the entire value chain with limited physical and financial resources, resulting in improved
product quality and cost savings. Therefore, a company can benefit through cost reductions due to prudent resource management, full
utilization of existing components, and adoption of cost-effective technology and simplified design (Farndale et al., 2010; Festing et al.,
2015). By adopting FI, organizations can achieve sustainability by doing more with less. Hence, developing resource-saving methods
using ITD instead of ETD by targeting internal strength and avoiding spending is crucial in a resource-constrained environment. ITD
can then be considered as a means to achieve FI through its link with organizational performance.
5.2.4. Theme 4: linking ITD to RBV

Further research that particularly link ITD and RBV can contribute to better understanding on the relationship and contributions
towards individual talent growth and organizational performance. Case studies on small and medium-sized enterprises (SMEs),
multinational enterprises (MNEs), public sector and others can provide best practices in answering the fundamental questions of what,
why, and how ITD can contribute theoretically to RBV–VRIO and in practice to individual talent growth and organizational perfor
mance. Such knowledge can then add to existing TM–TD literature, particularly on ITD.
5.2.5. Theme 5: linking ITD to SDG/ stakeholder theory

Further research that particularly explore the linkage between ITD and SDG or stakeholder theory could contribute towards a more
informed knowledge on the importance of ITD on businesses and society. This could be researched through a particular philosophical
or societal position for a better understanding on ITD. The research focusing on ITD and those alternative theoretical lenses and
framework could then strengthen and expand findings from this research.
6. Conclusion
This systematic review highlights the importance of ITD practices through analyses of available literature within the field of TM.
The findings point out that organizations can seek competitive advantage through inclusively developing all talents at a reduced cost.
As a domino effect, the issue of skills mismatch between industry requirements with that attained by individual employees can be
alleviated. The conclusions are as follows: (1) TD is a limited area of research and has minority representation within TM literature; (2)
ITD is becoming increasingly crucial for individual talent growth and organizational performance towards a sustainable competitive
advantage as primed by the RBV – VRIO model; and (3) key limitations of research on TD include one-sided perspectives to TD, lack of
16
balance between individual talent growth and organizational performance, and other methodological weaknesses. Accordingly, a
graphical summary on ITD is provided for individual talent growth and organizational performance that can act as a foundation for
future research through the lens of TM, coupled with the integration of several theories in explaining its imperatives as a key TM
approach.
Funding
This work was funded under the FRGS [Grant number FRGS/1/2019/SS03/UNIM/02/1].
CRediT authorship contribution statement
Maniam Kaliannan: Conceptualization, Methodology, Resources, Writing – review & editing, Supervision, Project administration,
Funding acquisition. Darshana Darmalinggam: Conceptualization, Methodology, Formal analysis, Investigation, Data curation,
Writing – original draft, Writing – review & editing, Visualization. Magiswary Dorasamy: Conceptualization, Writing – review &
editing.
Acknowledgement
We would like to express our thanks and appreciation to the Ministry of Higher Education Malaysia for granting us a research grant
under the Fundamental Research Grant Scheme (FRGS) to undertake this research.
Appendix A
Table 2
List of databases pooled in NUsearch.
1. 17th–18th century Burney Collection newspapers

2. 19th century British pamphlets
3. 19th century UK periodicals
4. Acta sanctorum: the full text database
5. Applied social sciences index and abstracts (ASSIA)
6. ART bibliographies modern
7. Brill’s medieval reference library
8. Business source premier
9. Christian-Muslim relations
10. Digital theatre+
11. Ebook central
12. EEBO: Early English books online/Chadwyck-Healey
13. Emerald insight
14. The encyclopedia of Islam
15. The Garland encyclopedia of world music online
16. InCites journal citation reports
17. JSTOR
18. Library & Information Science Abstracts (LISA)
19. London low life: street culture, social reform and the Victorian underworld
20. Malaysiakini
21. Mass observation online
22. MLA international bibliography
23. National criminal justice reference service (NCJRS)
24. Oxford academic journals
25. Periodicals archive online
26. Philosopher’s index
27. Post-war Europe: refugees, exile and resettlement, 1945–1950/from the National Archives of the
UK, and the Wiener Library, London
28. Project Muse
29. ProQuest dissertations & theses A&I
30. PsycARTICLES
31. PsycINFO
32. PTSDpubs
17
Appendix B
Table 3
Percentage of articles within TM and TD.
TM (Total = 487) TD (Total = 48)
Articles % %
TD 48 9.9% –
Inclusive TD 14 2.7% 29.2%
Exclusive TD 34 7.0% 70.8%
Appendix C
Table 4
Summary of TD Articles (n = 48).
No Year Author(s) TD Industry Theory Type of Method

Focus* Paper
1. 2018 Ambrosius (2018) ITG Brazilian MNCs Resource-based view Empirical Quantitative
Paper Method
2. 2020 Asplund (2020) ITG Public sector organization Social exchange theory Empirical Quantitative
teachers Paper Method
3. 2008 Baum (2008) ITG Hospitality sector -Conceptual N/A Conceptual N/A
paper Paper
4. 2016 Böhmer and ITG MNE N/A Conceptual N/A
Schinnenburg Paper
(2016)
5. 2014 Cerdin and Brewster ITG Expatriates- Conceptual paper N/A Conceptual N/A
(2014) Paper
6. 2020 Clarke and Scurry ITG & UK and Australia public sector Psychological contract theory Empirical Qualitative
(2020) OP Paper Method
7. 2014 Claussen et al. ITG Video-game industry 1. Human Capital Theory, 2. Social Empirical Quantitative
(2014) capital theory Paper Method
8. 2014 Collings (2014) ITG N/A N/A Conceptual N/A
Paper
9. 2014 Collings and Isichei ITG MNE N/A Conceptual N/A
(2018) Paper
10. 2018 Collings and Mellahi ITG N/A 1. AMO framework (Ability, Review Systematic
(2009) Motivation, opportunity), 2. OCB Paper Literature
(organizational citizenship Review
behavior, 3. Psychological contract
theory
11. 2019 Crane and Hartwell ITG N/A Resource-based view Conceptual N/A
(2019) Paper
12. 2018 Crowley-Henry and ITG International skilled migrants N/A Conceptual N/A
Al Ariss (2018) Paper
13. 2012 Dries et al. (2012) ITG financial consulting, N/A Empirical Quantitative
distribution, ICT, and telecom Paper Method
industries - Belgium
14. 2016 Ewerlin and Süß ITG & German companies Sociological new institutionalism Empirical Quantitative
(2016) OP Paper Method
15. 2010 Farndale et al. ITG N/A N/A Conceptual N/A
(2010) Paper
16. 2014 Festing and Schäfer ITG N/A 1. Social exchange theory, 2. Conceptual N/A
(2014) Psychological contract Paper
17. 2015 Festing et al. (2015) ITG German media industry N/A Empirical Qualitative
Paper Method
18. 2013 Festing et al. (2013) ITG & German SMEs Institutional theory Empirical Qualitative
OP Paper Method
19. 2019 Golubovskaya et al. ITG Hospitality- Conceptual paper Piirto’s educational talent pyramid Conceptual N/A
(2019) Paper
20. 2010 Hartmann, Feisel, ITG & China Western MNCs N/A Empirical Qualitative
and Schober (2010) OP Paper Method
21. 2012 Höglund (2012) ITG & Education industry - Finland Psychological contract theory Empirical Qualitative
OP Paper Method
(continued on next page)
18
Table 4 (continued )
No Year Author(s) TD Industry Theory Type of Method
Focus* Paper
22. 2013 Horwitz (2013) ITG South Africa and Emerging Institutional theory Conceptual N/A
economies - Conceptual paper Paper
23. 2012 Huang and Tansley OP Multinational North American Rhetorical obfuscation Empirical Qualitative
(2012) corporation Paper Method
24. 2008 Hughes and Rog ITG Hospitality industry - N/A Conceptual N/A
(2008) Conceptual paper Paper
25. 2019 Kabwe and Okorie ITG European multinationals 1. Human Capital Theory, 2. Empirical Qualitative
(2019) Resource-based view Paper Method
26. 2017 Khoreva, Vaiman, ITG Finland MNCs Social exchange theory Empirical Survey
and Van Zalk (2017) Paper
27. 2016 Kontoghiorghes ITG & South-Western US Automotive P-O fit theory Empirical Quantitative
(2016) OP supply chain & Cyprus Paper Method
telecommunications company
28. 2015 Kulkarni and ITG & Persons with disability in India N/A Empirical Qualitative
Scullion (2015) OP Paper Method
29. 2015 Latukha (2015) ITG & Russian and foreign HR N/A Empirical Mixed method
OP managers Paper
30. 2018 Latukha (2018) ITG & Indigenous-owned Russian N/A Empirical Qualitative
OP companies Paper Method
31. 2019 Maqueira et al. ITG Spanish soccer clubs Resource-based view Empirical Qualitative
(2019) Paper Method
32. 2016 McCracken et al. ITG Various industries SMEs N/A Empirical Qualitative
(2016) Paper Method
33. 2010 McDonnell et al. ITG Foreign and indigenous MNEs N/A Empirical Quantitive
(2010) Paper Method
34. 2016 McNulty and De ITG & MNCs and individual Psychological contract theory Empirical Qualitative
Cieri (2016) OP expatriates Paper Method
35. 2019 Murillo and King ITG & Hospitality industry - Latin Relational psychological contract Empirical Quantitative
(2019) OP American restaurant chain Paper Method
36. 2011 Preece et al. (2011) ITG & Beijing MNEs and global 1. Management fashion theory, 2. Empirical Qualitative
OP management consulting firms Institutionalism Paper Method
37. 2013 Preece, Iles, and ITG MNEs N/A Empirical Qualitative
Jones (2013) Paper Method
38. 2014 Schiemann (2014) ITG N/A People equity framework Conceptual N/A
Paper
39. 2012 Scholz (2012) ITG & Video-game industry N/A Empirical Quantitative
OP Paper Method
40. 2013 Skuza et al. (2013) ITG Poland MNEs N/A Empirical Qualitative
Paper Method
41. 2014 Sonnenberg et al. ITG Various industries European Psychological contract theory Empirical Mixed method
(2014) organizations Paper
42. 2016 Tatoglu et al. (2016) ITG Turkey MNEs and local firms 1. Institutional theory, 2.Resource- Empirical Quantitative
based view Paper Method
43. 2019 Tyskbo (2019) ITG Swedish public hospital N/A Empirical Qualitative
Paper Method
44. 2015 Vaiman et al. (2015) ITG N/A N/A Conceptual N/A
Paper
45. 2013 Valverde et al. ITG Variety industries - Spanish Resource-based view Empirical Qualitative
(2013) SMEs Paper Method
46. 2013 Vance et al. (2013) ITG Korean expatriates and Chinese N/A Empirical Quantitative
host cuntry national employees Paper Method
47. 2019 Williamson and ITG Hospitality - New Zealand hotel Corporatist framework Empirical Qualitative
Harris (2019) Paper Method
48. 2014 Swailes et al. (2014) ITG & N/A Capability approach Conceptual NA
OP Paper
*
TD Focus (Individual Talent Growth = ITG, Organizational Performance = OP).
Appendix D
Sample articles by research location
19
Country /region Frequency Percentage Country /region Frequency Percentage
UK 4 10% India 1 3%
Europe 3 8% Ireland 1 3%
China 3 8% Poland 1 3%
Germany 3 8% Cyprus 1 3%
US 2 5% Belgium 1 3%
Finland 2 5% New Zealand 1 3%
Spain 2 5% Mexico 1 3%
Russia 2 5% Canada 1 3%
Asia Pacific 2 5% Africa 1 3%
North America 2 5% Australia 1 3%
Sweden 2 5% South Africa 1 3%
Brazil 1 3% Turkey 1 3%
*The above list is for 40 Articles. The eight remaining articles are non-country specific.
Appendix E
Sample articles by method used
Method Used Frequency Percentage
Quantitative 12 25%
Qualitative 18 38%
Mixed 2 4%
NA 16 33%
Total 48 100%
References
Abdi, N. (2022, March). 8 proven employee retention strategies in 2022. Sparkbay https://sparkbay.com/en/culture-blog/employee-retention-stategies-2.
Al Ariss, A., Cascio, W. F., & Paauwe, J. (2014). Talent management: Current theories and future research directions. Journal of World Business, 49(2), 173–179.
https://doi.org/10.1016/j.jwb.2013.11.001
Ambrosius, J. (2018). Strategic talent management in emerging markets and its impact on employee retention: Evidence from Brazilian MNCs. Thunderbird
International Business Review, 60(1), 53–68. https://doi.org/10.1002/tie
Asplund, K. (2020). When profession trumps potential: The moderating role of professional identification in employees’ reactions to talent management. International
Journal of Human Resource Management, 31(4), 539–561. https://doi.org/10.1080/09585192.2019.1570307
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108
Barney, J., Wright, M., & Ketchen, D. J. (2001). The resource-based view of the firm: Ten years after 1991. Journal of Management, 27, 625–641. https://doi.org/
10.1177/014920630102700601
Baum, T. (2008). Implications of hospitality and tourism labour markets for talent management strategies. International Journal of Contemporary Hospitality
Management, 20(7), 720–729. https://doi.org/10.1108/09596110810897574
Beamond, M. T., Farndale, E., & Härtel, C. E. J. (2016). MNE translation of corporate talent management strategies to subsidiaries in emerging economies. Journal of
World Business, 51(4), 499–510. https://doi.org/10.1016/j.jwb.2016.01.002
Becker, B. E., & Huselid, M. A. (2006). Strategic human resources management: Where do we go from here? Journal of Management, 32(6), 898–925. https://doi.org/
10.1177/0149206306293668
Böhmer, N., & Schinnenburg, H. (2016). How gender and career concepts impact global talent management. Employee Relations, 38(1), 73–93. https://doi.org/
10.1108/ER-07-2015-0154
Bolander, P., Werr, A., & Asplund, K. (2017). The practice of talent management: A framework and typology. Personnel Review, 46(8), 1523–1551. https://doi.org/
10.1108/PR-02-2016-0037
Bos-Nehles, A. C., van Riemsdijk, M. J., & Looise, J. K. (2013). Employee perceptions of line management performance: Applying the AMO theory to explain the
effectiveness of line managers’ HRM implementation. Human Resource Management, 52(6), 861–877. https://doi.org/10.1002/hrm
Boudreau, J. W. (2013). Appreciating and ‘retooling’ diversity in talent management conceptual models: A commentary on “the psychology of talent management: A
review and research agenda”. Human Resource Management Review, 23(4), 286–289. https://doi.org/10.1016/j.hrmr.2013.08.001
Boxall, P. (1996). The strategic HRM debate and the resource-based view of the firm Reproduced with permission of the copyright owner. Further reproduction
prohibited without permission. Human Resource Management Journal, 6(3), 59–75.
Boxall, P. F., & Purcell, J. (2008). Strategy and human resource management (2nd ed.). Palgrave Macmillan.
Caplan, J. (2014). Thinking differently about talent development: An interview with Janice Caplan, author of strategic talent development. Human Resource
Management International Digest, 22(2), 42–45.
Carucci, R. (2021, October). To retain employees, given them a sense of purpose and community. Harvard Business Review. https://hbr.org/2021/10/to-retain-
employees-give-them-a-sense-of-purpose-and-community.
Cerdin, J. L., & Brewster, C. (2014). Talent management and expatriation: Bridging two streams of research and practice. Journal of World Business, 49(2), 245–252.
Chambers, E. G., Foulon, M., Handfield-Jones, H., Hankin, S. M., & Michaels, E. G. (1998). The war for talent. The McKinsey Quarterly, 3, 44–57.
Chambers, E. G., Foulon, M., Jones, H. H., Hankins, S. M., & Michaels, E. G., III (1998). The war for talent. McKinsey Quarterly, 3, 44–57.
Clarke, M., & Scurry, T. (2020). The role of the psychological contract in shaping graduate experiences: A study of public sector talent management programmes in the
UK and Australia. International Journal of Human Resource Management, 31(8), 965–991. https://doi.org/10.1080/09585192.2017.1396545
20
Claussen, J., Grohsjean, T., Luger, J., & Probst, G. (2014). Talent management and career development: What it takes to get promoted. Journal of World Business, 49(2),
236–244. https://doi.org/10.1016/j.jwb.2013.11.007
Collings, D. G. (2014). Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities. Journal of World Business, 49
(2), 253–261. https://doi.org/10.1016/j.jwb.2013.11.009
Collings, D. G., & Isichei, M. (2018). The shifting boundaries of global staffing: Integrating global talent management, alternative forms of international assignments
and non-employees into the discussion. International Journal of Human Resource Management, 29(1), 165–187. https://doi.org/10.1080/09585192.2017.1380064
Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304–313. https://doi.
org/10.1016/j.hrmr.2009.04.001
Collings, D. G., Mellahi, K., & Cascio, W. F. (2019). Global talent management and performance in multinational enterprises: A multilevel perspective. Journal of
Management, 45(2), 540–566.
Crane, B., & Hartwell, C. J. (2019). Global talent management: A life cycle view of the interaction between human and social capital. Journal of World Business, 54(2),
Crowley-Henry, M., & Al Ariss, A. (2018). Talent management of skilled migrants: Propositions and an agenda for future research. International Journal of Human
Resource Management, 29(13), 2054–2079. https://doi.org/10.1080/09585192.2016.1262889
Dries, N. (2013). The psychology of talent management: A review and research agenda. Human Resource Management Review, 23(4), 272–285. https://doi.org/
10.1016/j.hrmr.2013.05.001
Dries, N., Vantilborgh, T., & Pepermans, R. (2012). The role of learning agility and career variety in the identification and development of high potential employees.
Personnel Review, 41(3), 340–358. https://doi.org/10.1108/00483481211212977
Ewerlin, D., & Süß, S. (2016). Dissemination of talent management in Germany: Myth, facade or economic necessity? Personnel Review, 45(1), 142–160. https://doi.
org/10.1108/PR-08-2014-0174
Farndale, E., Scullion, H., & Sparrow, P. (2010). The role of the corporate HR function in global talent management. Journal of World Business, 45(2), 161–168.
Festing, M., Kornau, A., & Schäfer, L. (2015). Think talent – Think male? A comparative case study analysis of gender inclusion in talent management practices in the
German media industry. International Journal of Human Resource Management, 26(6), 707–732. https://doi.org/10.1080/09585192.2014.934895
Festing, M., & Schäfer, L. (2014). Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective.
Journal of World Business, 49(2), 262–271. https://doi.org/10.1016/j.jwb.2013.11.010
Festing, M., Schäfer, L., & Scullion, H. (2013). Talent management in medium-sized German companies: An explorative study and agenda for future research.
International Journal of Human Resource Management, 24(9), 1872–1893. https://doi.org/10.1080/09585192.2013.777538
Froese, F., Shen, J., Sekiguchi, T., & Davies, S. (2020). Liability of Asianness? Global talent management challenges of Chinese, Japanese, and Korean multinationals.
Human Resource Management Review, 30(4), 1–13. https://doi.org/10.1016/j.jbusres.2021.11.052
Furusawa, M., & Brewster, C. (2015). The bi-cultural option for global talent management: The Japanese/Brazilian Nikkeijin example. Journal of Word Business, 50(1),
Gallardo-Gallardo, E., Dries, N., & González-Cruz, T. F. (2013). What is the meaning of ‘talent’ in the world of work? Human Resource Management Review, 23(4),
290–300. https://doi.org/10.1016/j.hrmr.2013.05.002
Gallardo-Gallardo, E., Thunnissen, M., & Scullion, H. (2020). Talent management: context matters. The International Journal of Human Resource Management, 31(4),
457–473. https://doi.org/10.1080/09585192.2019.1642645
Garavan, T., Morley, M., Cross, C., Carbery, R., & Darcy, C. (2021). Tensions in talent: A micro practice pespective on the implementation of high potential talent
development programs in multinational corporations. Human Resource Management, 60(2), 273–293. https://doi.org/10.1002/hrm.22048
Golubovskaya, M., Solnet, D., & Robinson, R. N. S. (2019). Recalibrating talent management for hospitality: A youth development perspective. International Journal of
Contemporary Hospitality Management, 31(10), 4105–4125. https://doi.org/10.1108/IJCHM-11-2018-0911
Guthridge, M., Komm, A. B., & Lawson, E. (2008). Making talent a strategic priority. The McKinsey Quarterly, 1, 1–5.
Hartmann, E., Feisel, E., & Schober, H. (2010). Talent management of western MNCs in China: Balancing global integration and local responsiveness. Journal of World
Business, 45(2), 169–178. https://doi.org/10.1016/j.jwb.2009.09.013
Höglund, M. (2012). Quid pro quo? Examining talent management through the lens of psychological contracts. Personnel Review, 41(2), 126–142. https://doi.org/
10.1108/00483481211199991
Horwitz, F. M. (2013). An analysis of skills development in a transitional economy: The case of the south African labour market. International Journal of Human
Resource Management, 24(12), 2435–2451. https://doi.org/10.1080/09585192.2013.781438
Huang, J., & Tansley, C. (2012). Sneaking through the minefield of talent management: The notion of rhetorical obfuscation. International Journal of Human Resource
Management, 23(17), 3673–3691. https://doi.org/10.1080/09585192.2011.639029
Hughes, J. C., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations.
International Journal of Contemporary Hospitality Management, 20(7), 743–757. https://doi.org/10.1108/09596110810899086
Indeed. (2021). The advantages and disadvantages of external recruitment.
Jia, J., Jiao, Y., & Han, H. (2021). Inclusive leadership and team creativity: A moderated mediation model of Chinese talent management. International Journal of
Human Resource Management. https://doi.org/10.1080/09585192.2021.1966073
Jiang, K., Lepak, D. P., Han, K., Hong, Y., Kim, A., & Winkler, A. L. (2012). Clarifying the construct of human resource systems: Relating human resource management
to employee performance. Human Resource Management Review, 22(2), 73–85. https://doi.org/10.1016/j.hrmr.2011.11.005
Kabwe, C., & Okorie, C. (2019). The efficacy of talent management in international business: The case of European multinationals. Thunderbird International Business
Review, 61(6), 857–872. https://doi.org/10.1002/tie.22090
Khoreva, V., Vaiman, V., & Van Zalk, M. (2017). Talent management practice effectiveness: Investigating employee perspective. Employee Relations, 39(1), 19–33.
https://doi.org/10.1108/ER-01-2016-0005
Kirkpatrick, D. L. (1959). Techniques for Evaluation Training Programs. Journal of the American Society of Training Directors, 13, 21–26.
Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating training programs:The four levels (3rd ed.). Berrett-Koehler.
Knies, E., Boselie, P., Gould-Williams, J., & Vandenabeele, W. (2015). Special issue of international journal of human resource management: Strategic human resource
management and public sector performance. International Journal of Human Resource Management, 26(3), 421–424. https://doi.org/10.1080/
09585192.2014.980127
Kontoghiorghes, C. (2016). Linking high performance organizational culture and talent management: Satisfaction/motivation and organizational commitment as
mediators. International Journal of Human Resource Management, 27(16), 1833–1853. https://doi.org/10.1080/09585192.2015.1075572
Krell, E. (2015, January). Weighing internal vs. external hires. SHRM. https://www.shrm.org/hr-today/news/hr-magazine/pages/010215-hiring.aspx.
Kulkarni, M., & Scullion, H. (2015). Talent management activities of disability training and placement agencies in India. International Journal of Human Resource
Lamothe, A. R. (2012). The importance of encouraging librarians to publish in peer-reviewed publications 1. Journal of Scholarly Publishing, 43(2), 156–167. https://
doi.org/10.3138/jsp.43.2.156
Latukha, M. (2015). Talent management in Russian companies: Domestic challenges and international experience. International Journal of Human Resource
Latukha, M. O. (2018). Can talent management practices be considered as a basis for sustainable competitive advantages in emerging-market firms?Evidence form
Russia. Thunderbird International Business Review, 60(69–87), 630–631. https://doi.org/10.1002/tie
Leonard, D., & Sensiper, S. (1998). The role of tacit knowledge in group innovation. California Management Review, 40(3), 112–132. https://doi.org/10.2307/
41165946
21
Leonard-Barton, D. (1992). Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 13(S1), 111–125.
https://doi.org/10.1002/smj.4250131009
Lewis, R. E., & Heckman, R. J. (2006). Talent management: A critical review. Human Resource Management Review, 16(2), 139–154. https://doi.org/10.1016/j.
hrmr.2006.03.001
Liu, Y., Vrontis, D., Visser, M., Stokes, P., Smith, S., Moore, N., Thrassou, A., & Ashta, A. (2021). Human Resource Management Review, 31(3), 1–12. https://doi.org/
10.1016/j.hrmr.2020.100744
Lopes, J., Farinha, L., Ferreira, J. J., & Silveira, P. (2018). Does regional VRIO model help policy-makers to assess the resources of a region? A stakeholder perception
approach. Land Use Policy, 79(March), 659–670. https://doi.org/10.1016/j.landusepol.2018.07.040
Macnaught, S. (2016, May). What everyone can (and should) learn from Apple’s staff retention. Inc.
Maqueira, J. M., Bruque, S., & Uhrin, Á. (2019). Talent management: Two pathways to glory? Lessons from the sports arena. Employee Relations, 41(1), 34–51. https://
doi.org/10.1108/ER-11-2017-0271
Marin-Garcia, J. A., & Tomas, J. M. (2016). Deconstructing AMO framework: A systematic review. Intangible Capital, 12(4), 1040–1087. https://doi.org/10.3926/
ic.838
Matsangou, E. (2015, June). Secrets of Google’s talent retention success. European CEO. https://www.europeanceo.com/business-and-management/secrets-of-googles-
talent-retention-success/.
McCormack, M. (2016, January). Apple is enjoying one of the highest staff rentention rates ever! What’s their secret?. HRZone https://www.hrzone.com/community/
blogs/mark-mccormack/apple-is-enjoying-one-of-the-highest-staff-retention-rates-ever-whats.
McCracken, M., Currie, D., & Harrison, J. (2016). Understanding graduate recruitment, development and retention for the enhancement of talent management:
Sharpening ‘the edge’ of graduate talent. International Journal of Human Resource Management, 27(22), 2727–2752. https://doi.org/10.1080/
09585192.2015.1102159
McDonnell, A., Lamare, R., Gunnigle, P., & Lavelle, J. (2010). Developing tomorrow’s leaders-evidence of global talent management in multinational enterprises.
McNulty, Y., & De Cieri, H. (2016). Linking global mobility and global talent management: The role of ROI. Employee Relations, 38(1), 8–30. https://doi.org/10.1108/
ER-08-2015-0157
Meyers, M. (2020). The neglected role of talent proactivity: Integrating proactive behavior into talent-management theorizing. Human Resource Management Review,
30(2), 100703.
Murcia, N. N. S., Ferreira, F. A. F., & Ferreira, J. J. M. (2022). Enhancing strategic management using a “quantified VRIO”: Adding value with the MCDA approach.
Technological Forecasting and Social Change, 174(September 2021). https://doi.org/10.1016/j.techfore.2021.121251
Murillo, E., & King, C. (2019). Why do employees respond to hospitality talent management: An examination of a Latin American restaurant chain. International
Journal of Contemporary Hospitality Management, 31(10), 4021–4042. https://doi.org/10.1108/IJCHM-10-2018-0871
Pagan-Castano, E., Ballester-Miquel, T., Sanchez-Garcia, J., & Guijarro-Garcia, M. (2022). What’s next in talent management?. 141 pp. 528–535). https://doi.org/
10.1016/j.jbusres.2021.11.052
Peltokorpi, V., & Jintae Froese, F. (2016). Recruitment source practices in foreign and local firms: A comparative study in Japan. Asia Pacific Journal of Human
Resources, 54(4), 421–444. https://doi.org/10.1111/1744-7941.12076
Pereira, V., Collings, D., Wood, G., & Mellahi, K. (2022). Evaluating talent management in emerging market economies: Societal, firm and inidvidual perspectives. The
International Journal of Human Resource Management, 33(11), 2171–2191. https://doi.org/10.1080/09585192.2022.2067941
Prahalad, C. K., & Hamel, G. (1993). The core competence of the corporation. In G. Hedlund, & J. H. Dunning (Eds.), Organization of Transnational Corporations.
Routledge.
Preece, D., Iles, P., & Chuai, X. (2011). Talent management and management fashion in Chinese enterprises: Exploring case studies in Beijing. International Journal of
Human Resource Management, 22(16), 3413–3428. https://doi.org/10.1080/09585192.2011.586870
Preece, D., Iles, P., & Jones, R. (2013). MNE regional head offices and their affiliates: Talent management practices and challenges in the Asia Pacific. International
Rothaermel, F. T. (2013). Strategic management: Concepts and cases. McGraw-Hill.
Russo, E., Moeller, M., & Liesch, P. (2021). Philosophies on talent management systems in Australian subsidiaries of foreign MNEs. International Journal of Human
Resource Management. https://doi.org/10.1080/09585192.2021.2023894
Schiemann, W. A. (2014). From talent management to talent optimization. Journal of World Business, 49(2), 281–288. https://doi.org/10.1016/j.jwb.2013.11.012
Scholz, T. M. (2012). Talent Management in the Video Game Industry: The role of cultural diversity and cultural intelligence. Thunderbird International Business Review,
54(6), 845–858. https://doi.org/10.1002/tie
Scullion, H., Collings, D. G., & Caligiuri, P. (2010). Global talent management. Journal of World Business, 45(2), 105–108. https://doi.org/10.1016/j.jwb.2009.09.011
Skuza, A., Scullion, H., & McDonnell, A. (2013). An analysis of the talent management challenges in a post-communist country: The case of Poland. International
Snyder, D., Stewart, V., & Shea., C.. (2021). Hello again: Managing talent with boomerang employees. Human Resource Management, 60(2), 295–312. https://doi.org/
10.1002/hrm.22051
Sonnenberg, M., van Zijderveld, V., & Brinks, M. (2014). The role of talent-perception incongruence in effective talent management. Journal of World Business, 49(2),
Swailes, S., Downs, Y., & Orr, K. (2014). Conceptualising inclusive talent management: Potential, possibilities and practicalities. Human Resource Development
International, 17(5), 529–544. https://doi.org/10.1080/13678868.2014.954188
Tansley, C., Kirk, S., & Tietze, S. (2013). The currency of talent management-a reply to ‘talent management and the relevance of context: Towards a pluralistic
approach’. Human Resource Management Review, 23(4), 337–340. https://doi.org/10.1016/j.hrmr.2013.08.004
Tatoglu, E., Glaister, A. J., & Demirbag, M. (2016). Talent management motives and practices in an emerging market: A comparison between MNEs and local firms.
Thunnissen, M., Boselie, P., & Fruytier, B. (2013). Talent management and the relevance of context: Towards a pluralistic approach. Human Resource Management
Review, 23(4), 326–336. https://doi.org/10.1016/j.hrmr.2013.05.004
Thunnissen, M., & Van Arensbergen, P. (2015). A multi-dimensional approach to talent: An empirical analysis of the definition of talent in dutch academia. Personnel
Review, 44(2), 182–199. https://doi.org/10.1108/PR-10-2013-0190
Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidence-informed management knowledge by means of systematic review.
British Journal of Management, 14(3), 207–222. https://doi.org/10.1111/1467-8551.00375
Tyskbo, D. (2019). Talent management in a Swedish public hospital. Personnel Review, 48(6), 1611–1633. https://doi.org/10.1108/PR-05-2018-0158
Ujma, M., & Ingram, T. (2019). Perception of ability-motivation-opportunity oriented HRM practices and organizational commitment: The role of task uncertainty.
Journal of Entrepreneurship, Management and Innovation, 15(4), 139–162. https://doi.org/10.7341/20191545
Uzialko, A. (2021, December). Internal hires may not always have the inside track. Business News Daily.
Vaiman, V., Cascio, W., Collings, D., & Swider, B. (2021). The shifting boundaries of talent management. Human Resource Management, 60(2), 253–257. https://doi.
org/10.1002/hrm.22050
Vaiman, V., Collings, D. G., & Scullion, H. (2017). Contextualising talent management. Journal of Organizational Effectiveness, 4(4), 294–297. https://doi.org/10.1108/
JOEPP-12-2017-070
Vaiman, V., Haslberger, A., & Vance, C. M. (2015). Recognizing the important role of self-initiated expatriates in effective global talent management. Human Resource
Management Review, 25(3), 280–286. https://doi.org/10.1016/j.hrmr.2015.04.004
Vaiman, V., Scullion, H., & Collings, D. (2012). Talent management decision making. Management Decision, 50(5), 925–941. https://doi.org/10.1108/
00251741211227663
22
Valverde, M., Scullion, H., & Ryan, G. (2013). Talent management in Spanish medium-sized organisations. International Journal of Human Resource Management, 24(9),
1832–1852. https://doi.org/10.1080/09585192.2013.777545
Vance, C. M., Chow, I. H. S., Paik, Y., & Shin, K. Y. (2013). Analysis of Korean expatriate congruence with Chinese labor perceptions on training method importance:
Implications for global talent management. International Journal of Human Resource Management, 24(5), 985–1005. https://doi.org/10.1080/
09585192.2012.743475
Williamson, D., & Harris, C. (2019). Talent management and unions: The impact of the New Zealand hotel workers union on talent management in hotels (1950-
1995). International Journal of Contemporary Hospitality Management, 31(10), 3838–3854. https://doi.org/10.1108/IJCHM-10-2018-0877
Wolfswinkel, M. B., & Enslin, C. (2020). Talent attraction and retention through brand building: An exploration of practices in companies that are top south african
brands. SA Journal of Human Resource Management, 18, 1–11. https://doi.org/10.4102/sajhrm.v18i0.1443
Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: Putting ‘human’ back into strategic human resource management. Human Resource Management
Journal, 21(2), 93–104. https://doi.org/10.1111/j.1748-8583.2010.00165.x
23

Inclusive Talent Development As A Key Talent Management

Uploaded by

Copyright:

Available Formats

You might also like

Inclusive Talent Development As A Key Talent Management

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Inclusive Talent Development As A Key Talent Management

Uploaded by

Copyright:

Available Formats

Human Resource Management Review xxx (xxxx) xxx

Contents lists available at ScienceDirect

Human Resource Management Review