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Beyond the surface: probing managers' mental representations in talent practices

dc.rights.licenseopenen_US
dc.contributor.authorSOUAK, Youssef
hal.structure.identifierInstitut de Recherche en Gestion des Organisations [IRGO]
dc.contributor.authorEL FARDI, Warda
dc.contributor.authorAÏT SAÏD, Khalil
dc.date.accessioned2025-11-24T08:18:54Z
dc.date.available2025-11-24T08:18:54Z
dc.date.issued2025-08-14
dc.identifier.issn0262-1711en_US
dc.identifier.urihttps://oskar-bordeaux.fr/handle/20.500.12278/207944
dc.description.abstractEnPurpose This paper explores practitioners' perspectives and management strategies through their mental representations. The latter shape and affect effective talent management (TM) practices. Design/methodology/approach The authors employed a qualitative research design through semi-structured interviews. NVivo 12 software was used for data analysis. Findings The findings reveal a pervasive trend in the strategic manipulation of the talent concept and inclusive TM, often used for talent-washing purposes. The study emphasizes managers’ struggles overcoming TM representations and effective practices (inclusive and exclusive TM) misalignment. Research limitations/implications The findings reiterate the need for talent managers to be aware of the rhetorical and instrumental approach to refine their representations in alignment with TM realities. Practical implications The study relies on qualitative data, highlighting the need for complementary quantitative studies to understand TM’s nuances better and consider diverse contexts and industries. Social implications This research suggests a reflection on the clarification of the term talent as a tool for the coherence of the implicit expectations of social actors. It mobilizes mental representations as the basis of this common understanding. Originality/value Although what is known about strategic TM is growing, the question of TM practitioners’ mental representations is yet to be examined. While a large body of literature focuses on the employee’s point of view, this work focuses on the manager’s understanding of the employee’s perceptions.
dc.language.isoENen_US
dc.subject.enTalent management
dc.subject.enMental representations
dc.subject.enHuman capital
dc.subject.enHR practices
dc.subject.enTalent-washing
dc.title.enBeyond the surface: probing managers' mental representations in talent practices
dc.typeArticle de revueen_US
dc.identifier.doi10.1108/jmd-10-2023-0310en_US
dc.subject.halSciences de l'Homme et Société/Gestion et managementen_US
bordeaux.journalJournal of Management Developmenten_US
bordeaux.page641-653en_US
bordeaux.volume44en_US
bordeaux.hal.laboratoriesIRGO (Institut de Recherche en Gestion des Organisations) - EA 4190en_US
bordeaux.issue5en_US
bordeaux.institutionUniversité de Bordeauxen_US
bordeaux.peerReviewedouien_US
bordeaux.inpressnonen_US
bordeaux.import.sourcecrossref
hal.popularnonen_US
hal.audienceInternationaleen_US
hal.exporttrue
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dc.rights.ccPas de Licence CCen_US
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