**5. Conclusion**

By means of a literature review of talent management, the main objective of this paper was to explore the connections between knowledge and learning in organizations and talent management. More specifically, talent management has been used as a potentially interesting specification vehicle for establishing the relationship between knowledge

Talent Management in Knowledge-Intensive Organizations 367

management and performance has not been empirically confirmed (Lewis & Heckman, 2006). Establishing a concrete link between talent management programs and performance metrics proves to remain difficult (Farley, 2005). 'The topic talent management has been enthusiastically pursued in the trade and popular press without being systematically linked

Despite the lack of research-based evidence regarding the relationship between talent management and performance of organizations, this paper has argued that managing around talent in light of knowledge-related challenges and problems may serve as a useful beacon in attempts to increase performance. A condition that has to be met, however, is that talent management practices are well integrated and aligned with the firm's business strategy. More research is needed to determine whether, how and when implementing talent management activities will actually lead to business success when knowledge and learning are defined as key beacons for setting a strategic course and providing the organizational conditions when needed to adjust the course while following to it. The effectiveness of talent management as a potentially powerful specification of a knowledge management approach therefore needs to be further examined by future empirical research. To conclude this paper we offer some discussion elements regarding possible future studies and KM practices in the combined domain of knowledge management and talent management. Talent management has been interpreted here as a means to increase organizational performance. It should be seen as a potential HR system (bundle of practices) for managing knowledge in knowledge-intensive settings. Implementing the bundles of human resource practices in talent management programmes (e.g. Blass, 2009; Schiemann, 2009; Van Beers, 2005; Van der Sluis, 2009), as has been distinguished in paragraph 4, will help knowledge-intensive organizations in establishing a concrete link between managing knowledge and learning on the one hand and striving for organizational performance on the other. By implementing the proper recruitment and selection practices, personnel with a specific knowledge level will enter the organization. Their knowledge will be managed by means of providing them with adequate arrangements and development possibilities. When these talented employees develop their skills and knowledge within the organization, the organization is assumed to benefit as well. Furthermore, by means of these talent management-geared HR practices, knowledge workers (also defined as 'talent' or 'A performers'), are assumed to constantly learn within this organizational environment. Talent management has therefore been interpreted as an attempt to increase the organizational performance. Future studies regarding the effectiveness of talent management are required to broaden our understandings regarding the connections between knowledge management and increased performance rates of organizations. Recommendations for subjects to be addressed in future studies elaborating the talent

to peer-reviewed, research-based findings' (Lewis & Heckman, 2006, p. 142).

management-knowledge management connection include: - How to enable talented workers to share their knowledge;

**6. References** 

Houndmills


Adams, J. (2006). *Managing People in Organizations: contemporary theory and practice*, Palgrave,

Alvesson, M. (1993). Organizations as Rhetoric - Knowledge-Intensive Firms and the

Struggle with Ambiguity. *Journal of Management Studies*, Vol. 30, No. 6, pp. 997-1015

possibilities for developing themselves (personally as well as technically);

management and organizational performance. In this paper four different streams of talent management have been identified, and sorted into the two main streams of approaching talent as 'A-performers' and key positions along with two auxiliary streams addressing associated HR practices and talent pool management activities. It has been argued that because of the vagueness, broadness and ambiguity of knowledge, a direct link between knowledge and organizational performance remains evasive. Given the assertion that knowledge is first and foremost organizationally relevant if and when it forms the basis for generating new knowledge – and thus when present knowledge is not enough for securing a viable and meaningful strategic position for organizations – using knowledge as the guiding light when drafting strategic courses would appear futile. What would such strategic choice look like when based on vagueness, ambiguity, and dispute centred on what organizations do not know (which is strategically highly relevant) as opposed to the certainties of what they do know (which in themselves are strategically hardly interesting)? Talent management, when aimed at combining insights on 'A-performers' with insights on key positions, has been proposed as a means to fill in the performance side of knowledge management in organizations as talent concerns exactly the type of conditions not just to apply current knowledge but also to generate new insights and foster deep learning.

What the talent management literature shows is that setting the goals of finding, binding, captivating, flourishing, developing and retaining talented employees (Van der Sluis, 2009; Van Beers, 2005) and providing fundamentally interesting work, high levels of autonomy and significant opportunities for self-development (Horowitz, 2003, in Redman and Wilkinson, 2006), will result in making talent management most effective. Furthermore, the human resource practices 'recruitment and selection', 'contracts, arrangements and pay', 'providing perspective, professionalism and collegiality', talent development' and 'career development' should be integrated and aligned with the firm's business strategy in order to pursue these stated goals. In this paper it has been argued that by focusing on talented employees and by using their capabilities in order to strive for performance, the 'black box' between HRM practices and performance can be opened up.

The importance of HRM practices for effective knowledge management has been acknowledged by many authors in the knowledge management field (Hislop, 2009, p. 239). By developing the commitment and loyalty of workers to share, codify and create knowledge, HRM policies can play a crucial role in supporting organizational knowledge management (Hislop, 2009). In this debate talent management has not yet been recognized as a means to specify the HRM practices of knowledge management. When considering knowledge and learning in organizations it appears natural to focus on talented employees because they possess the specific creative abilities needed to survive in a knowledgeintensive environment. Several authors emphasize the importance of talent management when striving for organizational performance (Fishman, 1998). According to Heinen and O'Neill (2004), talent management practices can create the most enduring competitive advantages. Sustained competitive advantage comes from talent management practices, how the organization attracts, develops, motivates, manages and rewards its talent (Heinen and O'Neill, 2004, p. 67). Talent management can become effective only when talent management processes are integrated into a firm's business strategy. As a consequence, to be successful, the talent strategy must be aligned with an organization's business strategy and human capital context (Heinen and O'Neill, 2004). Talent management practices are supposed to create the most enduring competitive advantages (Heinen and O'Neill, 2004). But because of a lack of research-based evidence, the productive link between talent

management and organizational performance. In this paper four different streams of talent management have been identified, and sorted into the two main streams of approaching talent as 'A-performers' and key positions along with two auxiliary streams addressing associated HR practices and talent pool management activities. It has been argued that because of the vagueness, broadness and ambiguity of knowledge, a direct link between knowledge and organizational performance remains evasive. Given the assertion that knowledge is first and foremost organizationally relevant if and when it forms the basis for generating new knowledge – and thus when present knowledge is not enough for securing a viable and meaningful strategic position for organizations – using knowledge as the guiding light when drafting strategic courses would appear futile. What would such strategic choice look like when based on vagueness, ambiguity, and dispute centred on what organizations do not know (which is strategically highly relevant) as opposed to the certainties of what they do know (which in themselves are strategically hardly interesting)? Talent management, when aimed at combining insights on 'A-performers' with insights on key positions, has been proposed as a means to fill in the performance side of knowledge management in organizations as talent concerns exactly the type of conditions not just to

apply current knowledge but also to generate new insights and foster deep learning.

between HRM practices and performance can be opened up.

What the talent management literature shows is that setting the goals of finding, binding, captivating, flourishing, developing and retaining talented employees (Van der Sluis, 2009; Van Beers, 2005) and providing fundamentally interesting work, high levels of autonomy and significant opportunities for self-development (Horowitz, 2003, in Redman and Wilkinson, 2006), will result in making talent management most effective. Furthermore, the human resource practices 'recruitment and selection', 'contracts, arrangements and pay', 'providing perspective, professionalism and collegiality', talent development' and 'career development' should be integrated and aligned with the firm's business strategy in order to pursue these stated goals. In this paper it has been argued that by focusing on talented employees and by using their capabilities in order to strive for performance, the 'black box'

The importance of HRM practices for effective knowledge management has been acknowledged by many authors in the knowledge management field (Hislop, 2009, p. 239). By developing the commitment and loyalty of workers to share, codify and create knowledge, HRM policies can play a crucial role in supporting organizational knowledge management (Hislop, 2009). In this debate talent management has not yet been recognized as a means to specify the HRM practices of knowledge management. When considering knowledge and learning in organizations it appears natural to focus on talented employees because they possess the specific creative abilities needed to survive in a knowledgeintensive environment. Several authors emphasize the importance of talent management when striving for organizational performance (Fishman, 1998). According to Heinen and O'Neill (2004), talent management practices can create the most enduring competitive advantages. Sustained competitive advantage comes from talent management practices, how the organization attracts, develops, motivates, manages and rewards its talent (Heinen and O'Neill, 2004, p. 67). Talent management can become effective only when talent management processes are integrated into a firm's business strategy. As a consequence, to be successful, the talent strategy must be aligned with an organization's business strategy and human capital context (Heinen and O'Neill, 2004). Talent management practices are supposed to create the most enduring competitive advantages (Heinen and O'Neill, 2004). But because of a lack of research-based evidence, the productive link between talent management and performance has not been empirically confirmed (Lewis & Heckman, 2006). Establishing a concrete link between talent management programs and performance metrics proves to remain difficult (Farley, 2005). 'The topic talent management has been enthusiastically pursued in the trade and popular press without being systematically linked to peer-reviewed, research-based findings' (Lewis & Heckman, 2006, p. 142).

Despite the lack of research-based evidence regarding the relationship between talent management and performance of organizations, this paper has argued that managing around talent in light of knowledge-related challenges and problems may serve as a useful beacon in attempts to increase performance. A condition that has to be met, however, is that talent management practices are well integrated and aligned with the firm's business strategy. More research is needed to determine whether, how and when implementing talent management activities will actually lead to business success when knowledge and learning are defined as key beacons for setting a strategic course and providing the organizational conditions when needed to adjust the course while following to it. The effectiveness of talent management as a potentially powerful specification of a knowledge management approach therefore needs to be further examined by future empirical research.

To conclude this paper we offer some discussion elements regarding possible future studies and KM practices in the combined domain of knowledge management and talent management. Talent management has been interpreted here as a means to increase organizational performance. It should be seen as a potential HR system (bundle of practices) for managing knowledge in knowledge-intensive settings. Implementing the bundles of human resource practices in talent management programmes (e.g. Blass, 2009; Schiemann, 2009; Van Beers, 2005; Van der Sluis, 2009), as has been distinguished in paragraph 4, will help knowledge-intensive organizations in establishing a concrete link between managing knowledge and learning on the one hand and striving for organizational performance on the other. By implementing the proper recruitment and selection practices, personnel with a specific knowledge level will enter the organization. Their knowledge will be managed by means of providing them with adequate arrangements and development possibilities. When these talented employees develop their skills and knowledge within the organization, the organization is assumed to benefit as well. Furthermore, by means of these talent management-geared HR practices, knowledge workers (also defined as 'talent' or 'A performers'), are assumed to constantly learn within this organizational environment. Talent management has therefore been interpreted as an attempt to increase the organizational performance. Future studies regarding the effectiveness of talent management are required to broaden our understandings regarding the connections between knowledge management and increased performance rates of organizations. Recommendations for subjects to be addressed in future studies elaborating the talent management-knowledge management connection include:


#### **6. References**

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Alvesson, M. (1993). Organizations as Rhetoric - Knowledge-Intensive Firms and the Struggle with Ambiguity. *Journal of Management Studies*, Vol. 30, No. 6, pp. 997-1015

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**17** 

*Japan*

**Academic Landscape Based on** 

Akira Otsuki and Ayumi Kawakami

*Ochanomizu University, Tokyo* 

**Network Analysis Considering Analysis of** 

**Variation in the Years of Lucubration Publishing** 

Recent development in the field of Academic Landscape consists mainly in quotation network analysis. It is possible to sort tens of thousands of academic papers into clusters automatically by making full use of the various techniques that we describe in Section 2. However, it is not yet possible to automatically define the characteristics of each field identified by clustering as well as to automatically extract major papers in each field. Thus, We research the method to automatically identify major papers in each field recognized by clustering. Specifically, We examine the variance of years when a paper was quoted; then we apply the variance to the page rank algorithm to calculate the importance of a paper. We

Finally, We describe the constitution of this paper. Section 2 surveys the preceding studies of network analysis, clustering and bibliometrics that are element technologies to realize Academic Landscape. Section 3 describes the purpose of this study and proposed method. Furthermore, Section 4 refers to the result of experimental evaluation of the proposed

Academic Landscape is kind of network analyses. Network analyses have long history. Network analysis is based on graph theory [1] by Leonhard Euler in the 18th century. There are a various analysis types to Network analysis. For example, "Complex Networks", "Network Optimization", "Small World Phenomenon", "Analysis of the degree distribution", "Clustering". Currently, the most important technology is "Clustering" in

 Clustering is the method to divide data into clusters. Clustering can be a simplify the structure of the vast amounts of data by having a common feature of the each clusters. The initial clustering algorithm was focused on the central link, and the common method was disconnect the center link to the first, then disconnect the around links to the second. On the other hand, Girvan and Newman [2-4] proposed a new algorithm that uses the modularity as an Evaluation function. Modularity is focused on links that mediate between the best

cluster and disconnect the link from the link-mediated higher.

also aim to build up a hiangle map with a temporal axis based on the importance.

**1. Introduction** 

method before the conclusion in Section 5.

**2. Related studies** 

the Academic Landscape.


Van der Sluis, L. (2009). *Competing for talent*, Van Gorcum, Assen

Zack, M.H. (1999). Developing a knowledge strategy. *California Management Review*, Vol. 41, No. 3, pp. 125-145
