TY - GEN AU - David G Collings AU - Kamel Mellahi AU - Wayne F.Cascio TI - The Oxford Handbook of Talent Management SN - 9780198758273 U1 - 658.3 COL PY - 2017/// CY - UK PB - Oxford University Press KW - Management N1 - Part I: Context 1: Introduction, David G. Collings, Kamel Mellahi, and Wayne F. Cascio 2: The Historical Context of Talent Management, Peter Cappelli and J.R. Keller Part II: Talent and Performance 3: Star Performers, Ernest O'Boyle and Sydney Kroska 4: Within-Person Variability in Performance, Amirali Minbashian 5: The Potential for Leadership, Rob F. Silzer and Walter C. Boreman Rob F. Silzer 6: 1. Managing Talent Across Organizations: The Portability of Individual Performance, Gina Dokko and Winnie Jiang 7: Human Capital Resource Complementarities, Rob E. Ployhart and Ormonde R. Cragun Part III: Talent, Teams, and Netwaorks 8: Talent and Teams, Rebecca R. Kehoe, Blythe L. Rosikiewicz, and Daniel Tzabbar 9: Talent or Not: Employee Reactions to Talent Designations, Maria Christina Meyers, Giverny De Boeck, and Nicky Dries 10: 1. Virtual Teams: Utilizing Talent Management Thinking to Assess: What We Currently Know about Making Virtual Teams Successful, Travis Maynard, Matti Vartiainen, and Diana Sanchez 11: 1. Stars that Shimmer and Stars that Shine: How Information Overload Creates Significant Challenges for Star Employees, Shad Morris and James Oldroyd Part IV: Managing Talent Flows 12: Employer Branding and Talent Management, Martin R. Edwards 13: Talent Intermediaries in Talent Acquisition, Rocio Bonet and Monika Hamori 14: Straight Talk about Selecting for Upper-Management, Scott Highhouse and Margaret E. Brooks N2 - Cover The Oxford Handbook of Talent Management Edited by David G Collings, Kamel Mellahi, and Wayne F. Cascio Oxford Handbooks Description The Oxford Handbook of Talent Management offers academic researchers, advanced postgraduate students, and reflective practitioners a state-of-the-art overview of the key themes, topics, and debates in talent management. The Handbook is designed with a multi-disciplinary perspective in mind and draws upon perspectives from, inter alia, human resource management, psychology, and strategy to chart the topography of the area of talent management and to establish the base of knowledge in the field. Furthermore, each chapter concludes by identifying key gaps in our understanding of the area of focus. The Handbook is ambitious in its scope, with 28 chapters structured around five sections. These include the context of talent management, talent and performance, talent teams and networks, managing talent flows, and contemporary issues in talent management. Each chapter is written by a leading international scholar in the area and thus the volume represents the authoritative reference for anyone working in the area of talent management. ER -