Contributions Of Talented People To Knowledge Management

Laurent Scaringella and Rola Chami Malaeb
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Laurent Scaringella: ESC Rennes School of Business - ESC [Rennes] - ESC Rennes School of Business
Rola Chami Malaeb: Faculty of economics and business administration

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Abstract: This study focuses on major issues of talent management (TM) with respect to knowledge management (KM). Under the effect of the economic paradigm shift toward a knowledge-based economy, multiple human changes occurred and new challenges related to human capital and talent management requires new research in the field. The purpose of the article is to identify what are the contributions of People hold a Job that require a High Level of Talent (PJHLT) to knowledge management in terms of contribution to the value chain, to the creation, to the collective effort, to long distance dynamics, to absorption, transfer and learning, to innovation, and to the relationship with customers. This article develops a hypothetic-deductive study on individuals self-perception regarding talent requirements at their jobs. We used quantitative data collection in the cluster of Grenoble in France specialized in micro-nano technologies and software. 111 organizations and 566 people contributed to the study. We identified three main findings. First, PJHLT are also more likely to be involved in exploration rather than examination. Second, PJHLT are more likely to be able to absorb, transfer, and learn within long-distance and knowledge-rich dynamics. Third, PJHLT are more likely to be involved in the creation of knowledge rather than in the use of knowledge, which may lead to frustration due to a perception of an unfair distribution of wealth. We identified limitations in our study related to the measurement of subjective variables, the lack of generalization, and the focus on the contribution as one aspect of talent. Addressing an original topic related to both talent management and knowledge management; we finally identify paths for further studies.

Date: 2014-04-24
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Published in Journal of Applied Business Research, 2014, 30 (3), pp.715. ⟨10.19030/jabr.v30i3.8556⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04084714

DOI: 10.19030/jabr.v30i3.8556

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