Abstract
Many companies have implemented talent management systems in recent years, and the issue has lately been subject to the attention of scientific literature, from different theoretical perspectives. In particular, HRD literature advanced few critical perspectives on talent management, discussing its real impact on HRD practices. This article reports the results from case studies on four Italian companies, focusing the managerial practices they implemented for managing talent. The results show that, in the Italian context, talent is managed for very different organizational objectives, with the general aim to foster a segmented approach to the workforce and to commit top and line managers to HRD activities. The results are compared with existing literature, and both implications for HRD practice and HRD theory are highlighted.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
