Skip to main navigation menu Skip to main content Skip to site footer

Research Articles

Vol. 5 No. 1 (2026): OPJU Business Review

Strategic talent management as a tool for sustainable competitive advantage

DOI:
https://doi.org/10.63825/opjubr.2026.5.1.1002
Submitted
5 June 2026
Published
11 July 2026

Abstract

Talent management has emerged as a strategic component of contemporary human resource management practices due to its significant influence on organizational performance and competitive advantage. This article examines the concept, importance, approaches, and processes of talent management within modern organizations. It further explores the relationship between talent management and business performance by analyzing how organizations attract, develop, and retain talented employees in an increasingly competitive business environment. The study highlights that effective talent management contributes to organizational sustainability through enhanced employee productivity, innovation, leadership development, and strategic decision-making. Additionally, the article identifies challenges associated with employee retention, organizational loyalty, and inadequate developmental mechanisms, which often result in the loss of talented personnel. The findings indicate that organizations that invest strategically in talent management practices are better positioned to achieve long-term competitiveness and operational excellence.

References

  1. C.Ashton and L. Morton, “Managing talent for competitive advantage: Taking a systemic approach to talent management,” Strategic HR Review, vol. 4, no. 5, pp. 28–31, 2005. doi: 10.1108/14754390580000819.
  2. S. Raheja and D. Jain, “An empirical study of selected Indian companies’ talent management,” Amity Journal of Professional Practices, vol. 1, no. 1, 2021. doi: 10.55054/ajpp.v1i1.461.
  3. D. M. Gichuhi, R. W. Iravo, and J. M. Namusonge, “Talent management and competitiveness of public universities in Kenya,” IOSR Journal of Humanities and Social Science, vol. 19, no. 1, pp. 100–105, 2014. doi: 10.9790/0837-1913100105.
  4. M. Yapp, “Measuring the ROI of talent management,” Strategic HR Review, vol. 8, no. 4, pp. 5–10, 2009. doi: 10.1108/14754390910963856.
  5. S. Bano, M. A. Khan, and H. Rehman, “Factors impacting talent management in the corporate sector of Islamabad,” Far East Journal of Psychology and Business, vol. 2, no. 1, pp. 4–16, 2011.
  6. K. Singh and S. Sharma, “Driving forces and emerging challenges in talent management,” International Journal of Advanced Research in Computer Science and Software Engineering, vol. 2, no. 6, pp. 117–121, 2012.
  7. V. K. Thota, “Effective talent management practices: A strategy for organizational success,” Global Research Analysis, vol. 2, no. 11, pp. 157–159, 2013.
  8. S. Rana, “Empirical data study from higher education sector about improving productivity of employees via job involvement,” Amity Journal of Professional Practices, vol. 2, no. 1, 2022. doi: 10.55054/ajpp.v2i01.632.
  9. F. D. Frank, R. P. Finnegan, and C. R. Taylor, “The race for talent: Retaining and engaging workers in the 21st century,” Human Resource Planning, vol. 27, no. 3, pp. 12–25, 2004.
  10. M. Armstrong, Armstrong’s Handbook of Human Resource Management Practice, 13th ed. London, U.K.: Kogan Page, 2014.
  11. P. Cappelli, Talent on Demand: Managing Talent in an Age of Uncertainty. Boston, MA, USA: Harvard Business Press, 2008.
  12. H. Heinen and C. O’Neill, “Managing talent to maximize performance,” Employment Relations Today, vol. 31, no. 2, pp. 67–82, 2004. doi: 10.1002/ert.20018.
  13. T. Williamson, “Talent management in the new business environment,” Human Resource Management International Digest, vol. 19, no. 6, pp. 33–35, 2011. doi: 10.1108/09670731111163498.
  14. L. Mendez and M. W. Stander, “Positive organisation: The role of leader behaviour in work engagement and retention,” SA Journal of Industrial Psychology, vol. 37, no. 1, pp. 1–13, 2011. doi: 10.4102/sajip.v37i1.900.
  15. M. Echols, “Engaging employees to impact performance,” Chief Learning Officer, vol. 4, no. 2, pp. 44–48, 2005.
  16. V. Vaiman, Talent Management of Knowledge Employees. London, U.K.: Palgrave Macmillan, 2010.
  17. J. Walker, “Do we need succession planning anymore?” Human Resource Planning, vol. 21, no. 3, pp. 9–11, 1998.
  18. T. Carretta, “Succession management,” Personnel Journal, vol. 71, no. 8, pp. 48–52, 1992.
  19. T. Gutteridge, W. Leibowitz, and M. Shore, Organizational Career Development. San Francisco, CA, USA: Jossey-Bass, 1993.
  20. B. Wallum, “Executive succession planning,” Human Resource Planning, vol. 16, no. 4, pp. 19–31, 1993.
  21. A. Pattan, “Strategic succession management,” Human Resource Management, vol. 25, no. 2, pp. 165–179, 1986. doi: 10.1002/hrm.3930250205.
  22. A. Jagathkar, “Building India, a country of innovations,” IARS’ International Research Journal, vol. 9, no. 1, 2019. doi: 10.51611/iars.irj.v9i1.2019.99.
  23. P. Ordóñez de Pablos, “Human resource management systems and their role in the development of strategic resources,” Journal of European Industrial Training, vol. 28, no. 6, pp. 474–489, 2004. doi: 10.1108/03090590410542701.
  24. S. Yadav, “Growing human population and sustainable development,” IARS’ International Research Journal, vol. 8, no. 1, 2018. doi: 10.51611/iars.irj.v8i1.2018.87.
  25. S. Raheja, “Relevance of integrity, morality and ethics in the contemporary world: Learnings from Shrimad Bhagavad Gita,” IARS’ International Research Journal, vol. 10, no. 1, 2020. doi: 10.51611/iars.irj.v10i1.2020.107.
  26. E. Rao and A. Goel, “Factors causing work related stress in the hospitality sector,” IARS’ International Research Journal, vol. 7, no. 1, 2017. doi: 10.51611/iars.irj.v7i1.2017.65.
  27. A. Ali and M. K. David, “Online education during Covid-19: A safe and effective way of learning research techniques from a mentor,” IARS’ International Research Journal, vol. 11, no. 2, pp. 6–14, 2021. doi: 10.51611/iars.irj.v11i2.2021.160.
  28. P. Dar, “Universalization of elementary education: Challenges, issues and efforts,” IARS’ International Research Journal, vol. 11, no. 2, pp. 18–23, 2021. doi: 10.51611/iars.irj.v11i2.2021.165.
  29. E. Jain and J. Lamba, “MHRD’s initiative IIC contribution towards innovation in higher educational institutions during COVID-19,” IARS’ International Research Journal, vol. 11, no. 1, pp. 63–69, 2021. doi: 10.51611/iars.irj.v11i1.2021.158.
  30. B. E. Becker, M. A. Huselid, and D. Ulrich, The HR Scorecard: Linking People, Strategy, and Performance. Boston, MA, USA: Harvard Business School Press, 2001.
  31. M. Huselid, D. Beatty, and B. Becker, “A players or A positions? The strategic logic of workforce management,” Harvard Business Review, vol. 83, no. 12, pp. 110–117, 2005.
  32. D. G. Collings and K. Mellahi, “Strategic talent management: A review and research agenda,” Human Resource Management Review, vol. 19, no. 4, pp. 304–313, 2009. doi: 10.1016/j.hrmr.2009.04.001.
  33. L. A. Berger and D. R. Berger, The Talent Management Handbook. New York, NY, USA: McGraw-Hill, 2011.
  34. P. Sparrow, H. Scullion, and I. Tarique, Strategic Talent Management: Contemporary Issues in International Context. Cambridge, U.K.: Cambridge Univ. Press, 2014.
  35. R. E. Lewis and R. J. Heckman, “Talent management: A critical review,” Human Resource Management Review, vol. 16, no. 2, pp. 139–154, 2006. doi: 10.1016/j.hrmr.2006.03.001.

Downloads

Download data is not yet available.

Similar Articles

1-10 of 51

You may also start an advanced similarity search for this article.

Most read articles by the same author(s)