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dc.contributor.authorMousa, Mohamed
dc.contributor.authorAyoubi, Rami M.
dc.date.accessioned2019-08-06T07:23:03Z
dc.date.available2019-08-06T07:23:03Z
dc.date.issued2019-03-04
dc.identifier.citationMousa, 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.en_US
dc.identifier.issn0262-1711
dc.identifier.urihttp://hdl.handle.net/10369/10683
dc.descriptionArticle published in Journal of Management Development on 04 March 2018, available at: https://doi.org/10.1108/JMD-11-2018-0325.en_US
dc.description.abstractPurpose: 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.en_US
dc.language.isoenen_US
dc.publisherEmeralden_US
dc.relation.ispartofseriesJournal of Management Development;
dc.titleInclusive/exclusive talent management, responsible leadership and organizational downsizingen_US
dc.typeArticleen_US
dc.identifier.doihttps://doi.org/10.1108/JMD-11-2018-0325
dcterms.dateAccepted2019-02-19
rioxxterms.funderCardiff Metropolitan Universityen_US
rioxxterms.identifier.projectCardiff Metropolian (Internal)en_US
rioxxterms.versionNAen_US
rioxxterms.licenseref.urihttp://www.rioxx.net/licenses/all-rights-reserveden_US
rioxxterms.licenseref.startdate2019-08-06
dc.refexceptionThere was a delay in securing the final peer-reviewed text
rioxxterms.funder.project37baf166-7129-4cd4-b6a1-507454d1372een_US


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