Abstract
The ‘war for talent’, the knowledge economy, and subsequent aging and exodus of the Boomer generation have put the topic of talent management at the forefront of practitioner literature for the past 30 years. Academic research, however, has taken time to catch up; where the topic of talent management remains a relatively unexplored, underdeveloped concept today. With the dynamic nature of today’s world of work, this paper looks to close current gaps in the talent management literature and contribute to broadening its scope. By connecting social capital theory, the process of knowledge transfer, and the concept of talent management, this paper makes six propositions regarding the barriers to, and subsequent facilitating practices of, knowledge sharing specifically in the context of a public sector organisation. The contributions and implications are discussed.
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