Does integrated talent management foster competitive advantage in higher education institutions?

Abstract

Orientation: Today, industries and academic institutions across different continents, including those in South Africa, compete for the same talent, which presents the most valuable asset of an organisation. The surge in talent rivalry means that employers need to adopt strategies to distinguish themselves from their rivals.

Research purpose: The aim of this study was to develop a conceptual model to better understand how talent management (TM) creates value for higher education institutions.

Motivation for the study: Talent management research is primarily built around an exclusive approach to TM, yet how it works in practice and is implemented, conceived and developed in higher education, remains unclear. Hence, this study is needed to understand how integrated TM fosters competitive advantage in higher education institutions.

Research approach/design and method: A quantitative research method was, by means of a questionnaire. Primary data were collected from 265 academics across three universities in South Africa. The data were analysed using the Statistical Package for the Social Sciences and Analysis of Moment Structures.

Main findings: The results revealed that integrated TM practices (i.e. talent attraction, development and retention) positively contributed to sustainable competitive advantage of higher education institutions.

Practical/managerial implications: The study provides a better understanding of the role of integrated TM in improving competitive advantage. Also, the study will help shape the policy-making process on TM in higher education institutions.

Contribution/value-add: This study adds value to TM literature by designing a conceptual model for higher education institutions to achieve sustainable competitive advantage.