Document Type : Research Paper
Authors
1
Ph.D. Candidate, Department of Leadership and Human Capital, Faculty of Public Administration and Organizational Sciences, College of Management, University of Tehran, Tehran, Iran.
2
Associate Prof., Department of Leadership and Human Capital, Faculty of Public Administration and Organizational Sciences, College of Management, University of Tehran, Tehran, Iran.
3
Prof., Department of Leadership and Human Capital, Faculty of Public Administration and Organizational Sciences, College of Management, University of Tehran, Tehran, Iran.
4
Prof., Industrial Engineering and Management Academic Complex, Industrial University of Malek Ashtar, Tehran, Iran.
10.22059/jibm.2024.369430.4720
Abstract
Objective
Talent management plays a critical role in enhancing organizational performance and generating productivity. Furthermore, it can be of particular importance in knowledge-based companies, where their talented and knowledge-based workforce is considered the most fundamental capital and resource for production. Therefore, this article seeks to present an appropriate talent management model for the context of knowledge-based companies.
Methodology
This study employs a qualitative and applied research approach, aiming to leverage its findings to address prevalent organizational challenges effectively. Accordingly, the core components of talent management were first identified and extracted through a comprehensive review of existing scholarly literature. Subsequently, the Delphi method was employed to assess the relative importance of these components from the perspectives of subject-matter experts. Following the finalization of the key factors, a contextually adapted talent management model was developed to align with the specific characteristics and operational environment of knowledge-based companies.
Findings
The study began by clarifying the fundamental definitions and conceptual underpinnings of talent management. Through an extensive review of previous research, 37 existing talent management models were identified and analyzed to extract their core factors and key components. These components were then systematically categorized, organized, and summarized in tabular form. To determine their relative significance, the summarized factors were evaluated through a Delphi panel process. Each of the 28 panel members participated in three successive rounds of evaluation for all identified factors. Following the third round, 21 factors achieved consensus, 16 of which had been previously reported in earlier studies, while 5 new factors were introduced and endorsed by the panel members. In the continuation of the study, and following the extraction and screening of the components, the TM model was designed and presented to the respondents and panel members. The researchers developed this model based on the experience and knowledge obtained from reviewing 37 TM models. At this stage, given that the mean response score was 4.39 and the combined percentage of “Agree (4)” and “Strongly Agree (5)” responses reached 89.2%, the TM model proposed by the authors was evaluated as acceptable by the panel members. The findings of the present study thus succeeded in laying the initial groundwork for constructing a TM model in the context of knowledge-based companies.
Conclusion
Compared with previously proposed models and frameworks, the model developed in this study adopts a systemic and comprehensive approach, encompassing a wide range of components. Elements such as "talent diversity" and "talent role design"—which were among the least frequently observed in the 37 reviewed models—were validated by the Delphi panel as core components. Additionally, factors such as "organizational culture," "management style (top management support)," "value system," and "self-awareness of talented individuals"—not explicitly addressed in other models—were included as contextual or enabling factors based on panel recommendations, ensuring more effective application of the model. As with all Delphi-based studies, the findings rely on expert judgment. Nevertheless, this research successfully consolidated the essential factors and laid the foundation for constructing a talent management model specifically tailored to knowledge-based companies, which was subsequently endorsed by the Delphi panel for validity and applicability.
Keywords
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