Following the debate on ́war for talent ́ and ́talent on demand ́, the adequate design of applications which supports the development and deployment of talents is of major interest to individuals and organisations. The innovative concept of a comprehensive virtual talent community (VTC) offers an approach for multi-actor, talent-relevant interaction. As the development and acquisition of highly q...

Talent management helps organizations qualified people with appropriate skills worked in a proper occupational position to attain the intended goals. Thus, main purpose of this study is to determine the relationship between the talent management (recruitment and identification, selecting, developing, keeping and application) and performance improvement (financial, knowledge-oriented, and behavi...

The purpose of this research is to examine the role of information technology (IT) in the adoption of human resources (HR) and environmental management activities, a research topic that has not received much attention in prior literature. Drawing on the theory of operational and dynamic capabilities, we propose a model in which IT infrastructure leveraging enables the firm to create value from ...

Many scientists agree that expertise requires both innate talent and proper training. Nevertheless, the highly influential deliberate practice model (DPM) of expertise holds that talent does not exist or makes a negligible contribution to performance. It predicts that initial performance will be unrelated to achieving expertise and that 10 years of deliberate practice is necessary. We tested th...

This special issue on Electronic Human Resources Management (E-HRM) in an E-Business environment looks t opportunities nd ch llenges ssoci ted with recruiting nd developing firm‟s workforce in a digital world characterized by endemic talent scarcity, changing values and shifting onand offline behaviors of candidates and employees. We first draw on a Delphi study with leading HR executives from ...

The role of practice in the acquisition of expertise has been a key research question at least since Bryan and Harter’s (1899) study on expertise in Morse telegraphy, which proposed that it takes 10 years to become an expert. The framework of deliberate practice (Ericsson et al., 1993) has taken an extreme position by denying the role of talent in most domains and stating that superior performa...