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Inclusive/exclusive talent management, responsible leadership and organizational downsizing

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Author
Mousa, Mohamed
Ayoubi, Rami M.
Date
2019-03-04
Acceptance date
2019-02-19
Type
Article
Publisher
Emerald
ISSN
0262-1711
Metadata
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Abstract
Purpose: The purpose of this paper is to focus on three Egyptian public business schools in an attempt to explore the effect of inclusive/exclusive talent management on the organizational downsizing of academics and the mediating role of responsible leadership. Design/methodology/approach: A total of 330 academics were contacted and given a set of questionnaires. After three follow-ups, a total of 240 responses were collected with a response rate of 72.73 percent. Multiple regressions were employed to show how much variation in organizational downsizing can be explained by inclusive/exclusive talent management and responsible leadership. Findings: The findings highlighted a very weak statistical association between academics’ inclusive talent management and organizational downsizing, whereas a strong statistical association has been discovered between exclusive talent management and organizational downsizing. Statistical analysis showed that responsible leadership has no role in mediating the relationship between inclusive/exclusive talent management of academics and their downsizing. Research limitations/implications: The authors have focused on only three Egyptian public business schools, the matter that may limit opportunities to generalize the results of this study to private business schools and other faculties in Egypt. Future research could use a double source method. Practical implications: By preparing a set of academic competences, business schools will be able to classify their academic staff into talented and non-talented, and accordingly they can initiate their tailored downsizing strategies. Furthermore, undertaking a responsible strategy of downsizing, which includes and is not limited to justifying the need to decrease academic staff numbers to guarantee post-redundancy care practices for laid-off academics may alleviate many of the negative psychological, societal and economic consequences of downsizing. Originality/value: This paper contributes by filling a gap in HR management and higher education literature, in which empirical studies on the relationship between talent management and academics’ organizational downsizing have been limited until now. This may create better research opportunities for cross-disciplinary papers that should be done by HR, higher education and leadership scholars.
Journal/conference proceeding
Journal of Management Development;
Citation
Mousa, M. and Ayoubi, R. (2019) 'Inclusive/exclusive talent management, responsible leadership and organizational downsizing', Journal of Management Development, 38(2), pp.87-104. DOI: 10.1108/JMD-11-2018-0325.
URI
http://hdl.handle.net/10369/10683
DOI
https://doi.org/10.1108/JMD-11-2018-0325
Description
Article published in Journal of Management Development on 04 March 2018, available at: https://doi.org/10.1108/JMD-11-2018-0325.
Rights
http://www.rioxx.net/licenses/all-rights-reserved
Sponsorship
Cardiff Metropolitan University (Grant ID: Cardiff Metropolian (Internal))
Collections
  • Welsh Centre for Business and Management Research [325]

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