The effect of talent management processes on knowledge creation

Abstract

Purpose The purpose of this paper is to develop a theoretical model and investigate the relationship between talent management (TM) processes and knowledge creation (KC) in Australian public and private universities. This is because of the pragmatic advantages for organisations that focus on talents and knowledge. Design/methodology/approach This research adopted the mixed-methods design. The sample comprised 23 individuals for the qualitative study and 286 individuals for the quantitative survey questionnaire, all conducted in nine public and private universities in Australia. Findings The qualitative outcomes were utilised to develop the quantitative survey statement. These outcomes are based on a three-stage method of thematic analysis. The core conclusion of the quantitative study is that there is a significantly positive influence on TM processes (TMPs) on KC. Research limitations/implications The principle limitation of this study was the scope. It only targeted one country (Australia), one state (Queensland) and a part of the higher education sector (the university). Practical implications This research designed a quantitative instrument of TMPs and KC for the Australian educational institutions. The instrument is severely designed and comprehensively conceptualised utilising social, excellent, performance, strategic, behavioural and developmental concepts within TMPs with innovative, informational and technological concepts underlining KC within the Australian public and private universities in Queensland. Originality/value The study adds value to both TM and knowledge management literature through designing a conceptual model that links both of these variables in one tool regarding the university sector.