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Talent management and career development: What it takes to get promoted

Author

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  • Claussen, Jörg
  • Grohsjean, Thorsten
  • Luger, Johannes
  • Probst, Gilbert

Abstract

Based on the talent management literature, this paper investigates managerial skills that are essential for managers’ job promotion. Using arguments from the human and social capital literature and following tournament logic, we claim that a manager's own experience, expertise, and network size positively affect promotion odds, while strong colleagues decrease promotion odds. Studying 7003 promotions to middle management and 3147 promotions to senior management, we find broad support for our hypotheses, but find also that network size no longer predicts promotion to senior management. Our findings have implications for individual career development and talent management programs.

Suggested Citation

  • Claussen, Jörg & Grohsjean, Thorsten & Luger, Johannes & Probst, Gilbert, 2014. "Talent management and career development: What it takes to get promoted," Journal of World Business, Elsevier, vol. 49(2), pages 236-244.
  • Handle: RePEc:eee:worbus:v:49:y:2014:i:2:p:236-244
    DOI: 10.1016/j.jwb.2013.11.007
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    References listed on IDEAS

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    Cited by:

    1. Georgakakis, Dimitrios & Dauth, Tobias & Ruigrok, Winfried, 2016. "Too much of a good thing: Does international experience variety accelerate or delay executives’ career advancement?," Journal of World Business, Elsevier, vol. 51(3), pages 425-437.
    2. Hana Urbancová & Lucie Vnoučková, 2015. "Application Of Talent And Knowledge Management In The Czech And Slovak Republics: First Empirical Approaches," Economic Annals, Faculty of Economics, University of Belgrade, vol. 60(205), pages 105-138, April – J.
    3. Claussen, Jörg & Essling, Christian & Kretschmer, Tobias, 2015. "When less can be more – Setting technology levels in complementary goods markets," Research Policy, Elsevier, vol. 44(2), pages 328-339.

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