Despite the assertion that talent management can benefit from e HRM , studies that explore the in... more Despite the assertion that talent management can benefit from e HRM , studies that explore the intersection of these two social phenomena are nominal. This is perplexing given the inherent assumption that organisations will need to appropriate and exploit the functionality of e HRM, or their ‘talent management system’ to generate analytics and data in order to make evidence based decisions about talent. Drawing on a qualitative case study of talent management, we examine the discursive processes through which certain employees come to the identified as “ talent ” and the role of e HRM in this specific talent management practice . By providing evidence of two approaches to talent identification, offered through either a “measurement” or an “ observing” discourse , the study indicates that executives prefer to identify valuable employees through intuition and executive experience, rather than analytics and data generated through e HRM. Disciplines Business Publication Details Wiblen, ...
This paper responds directly to the call for strategy-as-practice research to more intently focus... more This paper responds directly to the call for strategy-as-practice research to more intently focus on 'the stuff of strategizing, the material artefacts, objects, tools and technologies which are part and parcel of the social practice of strategy' (Sub-theme call for papers). In taking the 'stuff of strategizing' seriously, and in deepening the accounts of 'practices' ( Jarzabkowski and Whittington 2008) offered by strategy-as-practice approaches, we argue that technology is especially important. In the process of considering how technology might best be understood in strategy-as-practice research we advocate a sociomaterial lens. We seek to demonstrate the potential utility of a sociomaterial approach to strategy-as-practice research through the analysis of an empirical case of strategic change at a manufacturing organisation in which strategizing activity was mediated by technological artefacts. We explore the implications of the analysis, and of sociomateri...
An estimated 90% of HR departments in organisations use some form of technology to manage their d... more An estimated 90% of HR departments in organisations use some form of technology to manage their data and processes. While these systems have gained traction over the last 10 years there is signific...
This paper draws on discursive analytic techniques to explore the perceived material outcomes of ... more This paper draws on discursive analytic techniques to explore the perceived material outcomes of elearning. Specifically it examines an e-learning portal provided to a particular set of talented individuals within professional services firm based in Australia. To explore the perceived contributions of this example of e-HRM for talent management we consider two different sets of actors; the human resource function and the organisation. Our findings illustrate that the perceived material outcomes of this technology are contested and influenced by the different actors who are involved in the receipt, delivery and management of this e-learning portal. Despite the presence of an agreed dominant discourse, Leadership Online was seen to have material outcomes which centered upon the themes of flexible learning; skills development; demonstrating investment and employer branding. Publication Details Wiblen, S. L., Grant, D. & Dery, K. (2012). Linking leadership and talent: a discursive analy...
The International Journal of Human Resource Management, 2021
Abstract Our study examines the role digitalisation plays in how various stakeholder groups (HR a... more Abstract Our study examines the role digitalisation plays in how various stakeholder groups (HR and line managers) identify talent and whether digitalisation transforms the role of HR professionals in identifying talent. By employing a qualitative case study with multiple embedded units of analysis, we show how the same digital talent management technology produced different ways of identifying talent even within the one organisation. In one social context, the material properties of the technology dominated, while in another the existing social context and relationships prevailed over the material properties of the technology. Our findings have implications for understanding digital transformations by acknowledging what factors influence the role that digitalisation and automation have on the perceived legitimacy of HR professionals. We discuss these implications for talent management scholarship and the HR profession.
Despite the assertion that talent management can benefit from e HRM , studies that explore the in... more Despite the assertion that talent management can benefit from e HRM , studies that explore the intersection of these two social phenomena are nominal. This is perplexing given the inherent assumption that organisations will need to appropriate and exploit the functionality of e HRM, or their ‘talent management system’ to generate analytics and data in order to make evidence based decisions about talent. Drawing on a qualitative case study of talent management, we examine the discursive processes through which certain employees come to the identified as “ talent ” and the role of e HRM in this specific talent management practice . By providing evidence of two approaches to talent identification, offered through either a “measurement” or an “ observing” discourse , the study indicates that executives prefer to identify valuable employees through intuition and executive experience, rather than analytics and data generated through e HRM. Disciplines Business Publication Details Wiblen, ...
This paper responds directly to the call for strategy-as-practice research to more intently focus... more This paper responds directly to the call for strategy-as-practice research to more intently focus on 'the stuff of strategizing, the material artefacts, objects, tools and technologies which are part and parcel of the social practice of strategy' (Sub-theme call for papers). In taking the 'stuff of strategizing' seriously, and in deepening the accounts of 'practices' ( Jarzabkowski and Whittington 2008) offered by strategy-as-practice approaches, we argue that technology is especially important. In the process of considering how technology might best be understood in strategy-as-practice research we advocate a sociomaterial lens. We seek to demonstrate the potential utility of a sociomaterial approach to strategy-as-practice research through the analysis of an empirical case of strategic change at a manufacturing organisation in which strategizing activity was mediated by technological artefacts. We explore the implications of the analysis, and of sociomateri...
An estimated 90% of HR departments in organisations use some form of technology to manage their d... more An estimated 90% of HR departments in organisations use some form of technology to manage their data and processes. While these systems have gained traction over the last 10 years there is signific...
This paper draws on discursive analytic techniques to explore the perceived material outcomes of ... more This paper draws on discursive analytic techniques to explore the perceived material outcomes of elearning. Specifically it examines an e-learning portal provided to a particular set of talented individuals within professional services firm based in Australia. To explore the perceived contributions of this example of e-HRM for talent management we consider two different sets of actors; the human resource function and the organisation. Our findings illustrate that the perceived material outcomes of this technology are contested and influenced by the different actors who are involved in the receipt, delivery and management of this e-learning portal. Despite the presence of an agreed dominant discourse, Leadership Online was seen to have material outcomes which centered upon the themes of flexible learning; skills development; demonstrating investment and employer branding. Publication Details Wiblen, S. L., Grant, D. & Dery, K. (2012). Linking leadership and talent: a discursive analy...
The International Journal of Human Resource Management, 2021
Abstract Our study examines the role digitalisation plays in how various stakeholder groups (HR a... more Abstract Our study examines the role digitalisation plays in how various stakeholder groups (HR and line managers) identify talent and whether digitalisation transforms the role of HR professionals in identifying talent. By employing a qualitative case study with multiple embedded units of analysis, we show how the same digital talent management technology produced different ways of identifying talent even within the one organisation. In one social context, the material properties of the technology dominated, while in another the existing social context and relationships prevailed over the material properties of the technology. Our findings have implications for understanding digital transformations by acknowledging what factors influence the role that digitalisation and automation have on the perceived legitimacy of HR professionals. We discuss these implications for talent management scholarship and the HR profession.
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Papers by Sharna Wiblen