Designing and Explaining Talent Management Model (Case of study: Automobile industry in Iran)

Document Type : Research Article (with mixed approaches)


1 Ph.D Student, Commercial Management, Human resource management orientation, Department of Government Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran.

2 Assistant Professor, Department of Government Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran

3 Associate Professor, Department of Government Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran

4 Assistant Professor, Department of Commercial Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran


Purpose: Considering the importance of human resources of the organization and especially talents as the most important tool for gaining a competitive advantage, the purpose of this study is to provide a model for talent management in the automobile industry.
Design/ Methodology/ Approach: This research was conducted based on a combined exploratory method (qualitative-quantitative). In the qualitative phase, the components of a talent management model were identified by theme analysis. In the quantitative phase, the components and relationships of the model (extracted from the qualitative phase) were evaluated by using structural equation modeling to design and explain the most important relevant variables for a talent management model and their relationships.
Research Findings: The model of this research includes identifying the talent management process (defining, identifying and selecting, developing, applying, retaining existing talents and creating conditions for attracting new talents), factors affecting this processare in four categories: environmental factors, organizational level factors, individual level factors, and the factors related to the human resource management system, and the consequences of this process are in three categories: individual, organizational and extra-organizational.
Limitations & Consequences: The generalization of the results of this research to other industries is limited.
Practical Consequences: Providing a model for talent management in the Automobile industry, in three parts: influential factors, talent management process with results, and related variables and how they relate.
Innovation or value of the Article: This research examines a wide community of companies which are active in the Automobile industry and the output of this research will be reliable for policy makers and managers in this industry, for planning and implementation of talent management. Some constructs and many variables and themes identified and the details provided in the outputs of this research are different from the existing models and are suitable for the automobile industry.
Paper Type: Research Article


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