The influence of the organizational culture upon the exclusive talent management approach

Abstract

Purpose: The influence of the organizational culture (OC) on the Talent Management (TM) approach has been highlighted by the literature; nonetheless, most of the studies are qualitative and do not draw upon a validated cultural model. Thus, the current research examines the influence of the OC, based on the OCAI framework, upon the adoption of an exclusive TM approach.

Design/methodology/approach: A cross-sectional survey was conducted on a sample made up of 104 firms, part of the top 300 Mercado ranking organizations, located in Argentina

Findings: Market OC firms were found to be more likely to adopt an exclusive TM approach than clan ones, confirming the influence of OC on the adoption of an exclusive TM approach. Nevertheless, no significant results were found regarding the adhocracy OC firms. Furthermore, as to specific exclusive TM practices, findings reveal that certain practices are more likely to be present in a clan or adhocracy OC firm.

Originality: This is the first study that assesses the OC influence on TM exclusive approach relying on a validated cultural model. Besides, it explores a collectivist cultural environment in an emerging country as Argentina.