Public Administration Perspective

Provide the Lean Talent Management Model: Mixed Method (Case of Study: Knowledge-Based Companies)

Document Type : Based on PhD Thesis

Authors

1 Ph.D. Student, Govermental Management, Human Resource Management Orientation, Faculty of Management and Economic Sciences, Lorestan University, Khorramabad, Iran.

2 Department of Management, Faculty of Management and Economic Sciences, Lorestan University, Khorramabad, Iran.

Abstract

Purpose: In recent decades, private or cooperative institutions such as knowledge-based companies, by entering the age based on knowledge, the frequent recommendations and special favors of the leader of the Islamic revolution, the increasing pressure of international competition, and the intensification of sanctions against the country have gained special importance and status. The importance of these companies stems from deep changes in commercial and economic-environmental aspects and the importance of talents in developing innovative solutions to respond to emerging issues and solve new problems. These companies have an undeniable role in achieving economic growth, increasing domestic production, reducing dependence on other countries, and creating added value. The way of managing and leading unique talents in these companies and many challenges require a transformation in talent management. Despite the tremendous benefits of talent for companies, many problems will arise if they are not adequately managed. The current research was conducted to present a lean talent management model in knowledge-based companies using mixed methods.
Design/ methodology/ approach: Regarding philosophical presuppositions, the current research is grouped under pragmatism in terms of orientation, except fundamental-applied research, and in terms of method, it is grouped under mixed research. The study's statistical population includes knowledge-based companies located in the science and technology park; 15 of their top and middle managers in Lorestan province were selected as experts. to choose experts, criteria such as having a relevant field of study (business management, strategic management, public administration, industrial engineering), having work experience related to human resource management or working in the field of management, and having mastery over the subject of study were important. Thus, the sample members have been selected based on the non-probability sampling method and through purposive sampling. In fact, in this type of sampling, the sample members are identified and selected based on the criteria compiled by the researcher to provide the researcher with relevant and consistent information for the research. The statistical population of the study in the quantitative part in connection with Delphi-Fuzzy questionnaires and pairwise comparisons of structural-interpretive modeling to prioritize the components and present the research model are experts of knowledge-based companies, including top and middle managers of knowedge0based companies. Regarding the number of experts in the quantitative section, according to the different opinions of some scientists, 10 to 15 people, others 8 to 12 people, and some 7 to 12 people have been proposed. The statistical sample size in the questionnaire related to the Delphi-Fuzzy technique and the questionnaire related to pairwise comparisons in the structural-interpretive modeling technique are 15 experts from knowledge-based companies located in the science and technology park in Lorestan province. in the qualitative part of the research, the content analysis technique and the coding method were used to collect and analyze the qualitative data collected through the interview tool. Also, in the quantitative part, the Delphi-Fuzzy technique and structural-interpretive modeling were used to prioritize the components discovered in the qualitative part and present the research model.
Research Findings: The research findings in the qualitative part include the discovery and identification of 147 indicators and 17 dimensions for lean talent management, and the research findings in the quantitative part also include prioritization of the leveling of dimensions and presenting of the lean talent management model. The model presented in the research includes five levels: driving factors, strategic factors, components of lean talent management, tactical factors, and consequences of lean talent management. Based on the exploratory model of creative agility components, talent competitiveness and sustainable competitive advantage with high effectiveness, intelligent environmental components, lean structural and lean culture with high effectiveness and vertical integration components, lean human resource management, strategic business analysis, talent exploration lean, lean talent selection, lean daily talent, lean talent adaptability, support and commitment of manager and leader, and commitment-orientated policy have high effectiveness.
Limitations & Consequences: Lean Talent Management is considered a strategic factor for knowledge-based companies to achieve goals and improve competitiveness at various national, international, and global levels. However, the generalization of research results for other companies is limited.
Practical Consequences: The model presented in this research can help design and implement lean talent management in knowledge-based companies and enrich the literature of this emerging field.
Innovation or value of the Article: Current research shows that the lean talent management model has been localized in knowledge-based companies.
Paper Type: Original Paper
 

Keywords

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Public Administration Perspective
Volume 15, Issue 4 - Serial Number 60
2025
Pages 56-88