The influence of organizational culture on talent management

Abstract

Purpose The purpose of this paper is to explore the influence of organizational culture (OC) on talent management (TM) by a case study of a real estate company. Design/methodology/approach The method of case study is adopted in the present study. Findings The authors present four propositions. The first is OC has an effect on TM. The second is a new conceptual model of TM. The third is a 4-P pattern to identify and develop the talent. The fourth is to adopt both the spiritual and material satisfactions that retain the talent. Research limitations/implications The primary limitation of this study is embedded in the case study method, which is not sufficient to represent the totality. The other limitation is that the issue of cohesion and team efficacy of talents is not considered. This study argues the relationship between OC and TM and expands the existing TM and OC theory. The effect of professional idealism is emphasized on in the process of TM. Talent can be retained firmly within the organization through the methods of rebuilding and strengthening OC. Originality/value A conceptual model of TM, 4-P pattern of evaluation and the operational mean to retain the talent is introduced.