A Process Model of Talent Management in Structurally Ambidextrous Organisations

Abstract In complex, volatile and unstable environments, organisations aim to effectively develop and retain their key talent to achieve sustainable advantage. Specifically, in the case of ambidextrous organisations which balance tension between exploration and exploitation, talent management (TM) becomes critical. Continuing this stream of thought, the current study explores central questions associated with the role of TM in an ambidextrous organisation. Previous literature does not address the question of how TM facilitates ambidextrous learning in organisations. This conceptual article attempts to address the gap by suggesting a process model of TM in structurally ambidextrous organisations. The process model is explored further to arrive at some key research questions. The article also discusses implications of the research for practitioners