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Talent Management Practices as an Instrument for Stimulating Employees’ Entrepreneurship(Praktyki zarzadzania talentami jako instrumenty stymulowania przedsiebiorczosci pracownikow)

Author

Listed:
  • Aneta Karasek

    (Maria Curie-Sklodowska University in Lublin)

Abstract

Innovation constitutes a source of competitive advantage. Therefore, enterprises are interested in finding innovative solutions. Employees, and their entrepreneurship in particular, play a significant role in the process. Moreover, the literature of the subject highlights the significance of talented employees for innovative enterprises. It can also be observed that constituting elements of talents clearly correspond with characteristic features of entrepreneurial individuals. As a consequence, enterprises interested in innovative growth implement HRM practices in talent management which foster employees’ entrepreneurship. The current paper presents results of a study conducted among 92 innovative Polish enterprises. The enterprises frequently created conditions facilitating the development of talented workers and their contribution to the innovative process. Relationships between the application of HRM practices in talent management and enterprises’ innovation were observed in three aspects. There existed relationships between HRM practices in talent management and internal sources of innovation, effectiveness of the search and implementation of the innovative process, and the scale of novelty of implemented innovations.

Suggested Citation

  • Aneta Karasek, 2018. "Talent Management Practices as an Instrument for Stimulating Employees’ Entrepreneurship(Praktyki zarzadzania talentami jako instrumenty stymulowania przedsiebiorczosci pracownikow)," Research Reports, University of Warsaw, Faculty of Management, vol. 1(27), pages 34-44.
    • Handle: RePEc:sgm:resrep:v:1:i:27:y:2018:p:34-44
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    References listed on IDEAS

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    1. Mariëlle Sonnenberg & Vera Zijderveld, 2015. "Realizing the Highest Value of Investments in Talent Management," Management for Professionals, in: Maike Andresen & Christian Nowak (ed.), Human Resource Management Practices, edition 127, pages 31-51, Springer.
    2. Aleksandra Kacperczyk & Matt Marx, 2016. "Revisiting the Small-Firm Effect on Entrepreneurship: Evidence from Firm Dissolutions," Organization Science, INFORMS, vol. 27(4), pages 893-910, August.
    3. Spyros Arvanitis & Florian Seliger & Tobias Stucki, 2016. "The relative importance of human resource management practices for innovation," Economics of Innovation and New Technology, Taylor & Francis Journals, vol. 25(8), pages 769-800, November.
    4. Maike Andresen, 2015. "Assessing the Added Value of Human Resource Management Practices," Management for Professionals, in: Maike Andresen & Christian Nowak (ed.), Human Resource Management Practices, edition 127, pages 1-13, Springer.
    5. Vasconcelos Gomes, Leonardo Augusto de & Salerno, Mario Sergio & Phaal, Robert & Probert, David R., 2018. "How entrepreneurs manage collective uncertainties in innovation ecosystems," Technological Forecasting and Social Change, Elsevier, vol. 128(C), pages 164-185.
    6. Cascio, Wayne F. & Boudreau, John W., 2016. "The search for global competence: From international HR to talent management," Journal of World Business, Elsevier, vol. 51(1), pages 103-114.
    Full references (including those not matched with items on IDEAS)

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    More about this item

    Keywords

    innovativeness; talent management; entrepreneurship; innovation;
    All these keywords.

    JEL classification:

    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M50 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - General

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