Towards the conceptualization and the operationalization of the construct of talent management

Abstract

Purpose – The purpose of the paper is to afford a comprehensive conceptualization and operationalization of the construct of talent management through an inclusive exploration of conceptual clarifications for existing confusions while developing a complete measuring instrument. Design/methodology/approach – The archival method was adopted together with a systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has encircled published research articles between 1982 and 2023 in the human resource management (HRM) arena. A total of 130 articles were initially scrutinized, and 106 were systematically reviewed to conceptualize, operationalize and explore clarifications for confusions and instrument development for talent management. Findings – This study explored conceptual clarifications for existing confusions towards talent management while recognizing definitions that come under the main philosophical schools for the underlying concept of talent. A novel practical definition has been established for talent management while recognizing dimensions, and then certain elements. A comprehensive instrument has been developed to measure talent management. Research limitations/implications – This study is limited to instrument development in measuring talent management; nevertheless, there is an enormous scope for using the instrument to empirically measure talent management through organizational and employees perspectives linked to diverse global contexts in future studies. Originality/value – The developed comprehensive instrument is a vibrant contribution to future investigations related to empirically measuring talent management associated with organizational and employee perspectives related to diverse global contexts in winning “war for talent.” This study endows a significant input to the whole frame of HRM knowledge as it resolves existing conceptual ambiguities towards talent management while defining and operationalizing it. Keywords Conceptualization, Conceptual confusions, Instrument, Operationalization, Talent, Talent management Paper type Conceptual paper