An investigation into the relationship between talent management processes and knowledge management processes: a case of the higher education sector in Queensland, Australia

An investigation into the relationship between talent management processes and knowledge management processes: a case of the higher education sector in Queensland, Australia

In Australia, the higher education industry has become one of the key foundations of a progressive knowledge-based economy. Talent management studies and knowledge management frameworks have been used to assist organisations to meet demands related to increased competitiveness through investing in their human capital to develop their talent capabilities. There are pragmatic advantages for organisations that focus on talent and knowledge. A focus on talent and knowledge can provide many advantages to educational organisations, as both talent and knowledge can assist in increasing the rankings and profits of higher education organisations. However, few studies have empirically examined the interaction between talent management processes and knowledge management processes. Therefore, this study aimed to: (1) comprehend the best processes that are currently used in managing talent and knowledge in Australian higher education; and (2) investigate the relationship between talent management processes and knowledge management processes in Australian universities.

To achieve these two objectives and fill gaps in the literature, this research adopted a sequential exploratory strategy as a specific mixed-methods design. The qualitative study, as a first stage, is followed by a quantitative study in the second stage. The first objective of the study was met by conducting three qualitative multi-method approaches that are commonly used in empirical studies, namely brainstorming, focus group discussions, and individual interviews. The second objective of the study was achieved by conducting survey questionnaires, which are universally used in practical quantitative research. The sample involved six participants for brainstorming, eleven in the focus group session, six individual interviews, and 286 individuals for the quantitative survey questionnaire, all conducted in the public and private universities within the Australian higher education industry in Queensland.

The core conclusion of the first study is that Queensland universities are significantly aware of the six key themes that are currently used in managing talent and knowledge in their divisions and faculties. Three key themes and ten sub-themes of talent management processes are: (1) talent attraction (social domain, and organisational excellence); (2) talent development (performance management, coaching talent, and leadership development); and (3) talent retention (benchmarking, job satisfaction, non-monetary rewards, employee empowerment, and employee motivation). Similarly, three key themes and seven sub-themes of knowledge management processes are: (1) knowledge transfer (personalisation and codification); (2) knowledge creation (combination, socialisation, internalisation, and externalisation); and (3) knowledge sharing (sharing information). The primary conclusion of the second study is that there is a significant influence of talent management processes (talent development and talent retention) on knowledge transfer; of talent management processes (talent development, talent retention) on knowledge creation; and of talent management processes (talent attraction, talent development, and talent retention) on knowledge sharing. This means that talent management processes play a core role in knowledge management processes in Australian higher education, because most of the relationships between these processes are significant and positive.

Theoretical and practical contributions of the study were also outlined. Theoretically, the study offers a value-add to both talent management and knowledge management literature in the form of a conceptual model that links both of these variables in the Australian higher education sector. In terms of the practical contributions, this study has collected rich and original qualitative and quantitative data regarding talent management and knowledge management in the higher education domain. For instance, the research findings validate what had already been found but they are nevertheless significant because practical, rather than theoretical, data was gathered through a discussion with real people. This study has high quality because of the strengthening effect of the in-depth case study.