Abstract
The purpose of this paper is to demonstrate how social network analysis can support talent management initiatives in knowledge intensive work environments. Based on case studies of two RD a) through talent positioning i.e. having the right talent at the right place at the right time, and b) responding to a talent raid i.e. a sudden exodus of star performers. This paper contributes to the advancement of the talent management concept by integrating a social network perspective into the research agenda. The extant literature has tended to focus upon the individuals’ attributes when deciding who is to be deemed ‘talented’. In contrast, social network theory posits that it is the ties and relationships between individuals - and not individual attributes - that really matter.
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