Building higher value-added firm practices in challenging contexts: Formal networks and talent management in Turkey

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dc.authorid0000-0002-4417-5780
dc.authorid0000-0002-9119-3252
dc.authorid0000-0001-9709-1823
dc.authorid0000-0003-3540-2264
dc.contributor.authorDemirbağ, Mehmet
dc.contributor.authorTatoğlu, Ekrem
dc.contributor.authorWood, Geoffrey
dc.contributor.authorGlaister, Alison J.
dc.contributor.authorZaim, Selim
dc.contributor.authorNair, Smitha R.
dc.contributor.authorTatoğlu, Ekrem
dc.contributor.authorZaim, Selim
dc.contributor.otherYönetim Bilimleri Fakültesi, İşletme Bölümü
dc.date.accessioned2024-06-10T15:39:31Z
dc.date.available2024-06-10T15:39:31Z
dc.date.issued2024
dc.departmentİHÜ, Yönetim Bilimleri Fakültesi, İşletme Bölümü
dc.description.abstractWhere do high-impact human resources management practices thrive, and how do they make a difference in environments with limited institutional support? This study delves into the realm of talent management (TM) in Turkey, where institutional coverage is incomplete and unstable. Drawing on survey data, we explore the conditions under which TM succeeds, supplementing previous research on internal networks by examining the impact of external networks that encompass the entire firm. We find that when firms have closer ties with customers, suppliers and competitors (and hence, the basis for formal network tie building), TM is more prevalent and more likely to be successful. While conventional wisdom in comparative institutional literature suggests that such dense ties might be less effective in emerging markets owing to the absence of advanced complementarities found in mature economies, our study challenges these assumptions. In the eyes of managers, TM is not merely a tool to overcome disadvantages; it is perceived as a source of opportunities. This prompts a critical question: what specific advantages does the emerging economy system confer on firms embracing TM? Our study seeks to unravel these dynamics and contribute to a deeper understanding of the interplay between institutional contexts and TM.
dc.identifier.citationDemirbağ, M., Tatoğlu, E., Wood, G., Glaister, A. J., Zaim, S. ve Nair, S. R. (2024). Building higher value-added firm practices in challenging contexts: Formal networks and talent management in Turkey. Human Relations, 1-31. https://www.doi.org/10.1177/00187267241249815
dc.identifier.doi10.1177/00187267241249815
dc.identifier.endpage31
dc.identifier.issn0018-7267
dc.identifier.scopus2-s2.0-85194893504
dc.identifier.scopusqualityQ1
dc.identifier.startpage1
dc.identifier.urihttps://www.doi.org/10.1177/00187267241249815
dc.identifier.urihttps://hdl.handle.net/20.500.12154/2889
dc.identifier.wosWOS:001235381000001
dc.identifier.wosqualityQ2
dc.indekslendigikaynakScopus
dc.indekslendigikaynakWeb of Science
dc.institutionauthorTatoğlu, Ekrem
dc.institutionauthorZaim, Selim
dc.institutionauthorid0000-0002-9119-3252
dc.institutionauthorid0000-0003-3540-2264
dc.language.isoen
dc.publisherSAGE Publications
dc.relation.ispartofHuman Relations
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanı
dc.rightsinfo:eu-repo/semantics/openAccess
dc.subjectComplementarity
dc.subjectEmerging Markets
dc.subjectTalent Management
dc.subjectTurkey
dc.subjectUncertainty
dc.titleBuilding higher value-added firm practices in challenging contexts: Formal networks and talent management in Turkey
dc.typeArticle
dspace.entity.typePublication
relation.isAuthorOfPublication29f46236-65bf-4da8-b2be-b9826daecb5e
relation.isAuthorOfPublicatione854a5d5-11a9-4148-a1aa-863a4c13eeb5
relation.isAuthorOfPublication.latestForDiscovery29f46236-65bf-4da8-b2be-b9826daecb5e
relation.isOrgUnitOfPublicationc9253b76-6094-4836-ac99-2fcd5392d68f
relation.isOrgUnitOfPublication.latestForDiscoveryc9253b76-6094-4836-ac99-2fcd5392d68f

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