Global Entrepreneurial Talent Management: Challenges & Opportunities for HRD

Alison Pearce (Guest editor), Brian Harney (Guest editor), Nada Zupan (Guest editor), Brenda Stalker (Guest editor), Mark Bailey, Katarzyna Dziewanowska, Edita Petrylaite, Melita Balas Rant, Dimitra Skoumpopoulou, Andrej Kohont, Samuel Clegg, Michelle Booth, Hyemi Shin, Alenka Slavec Gomezel, Rose Quan, Julie Brueckner, Katja Mihelic, Molka Mazghouni, Ilsang Ko, Paul DoyleSzu-hsin Wu

Research output: Contribution to journalSpecial issuepeer-review


This special issue of the International Journal of HRD Practice, Policy and Research brings together on-going work from the Global Entrepreneurial Talent Management3 (GETM3) project. GETM3 is a European Union Research Innovation and Staff Exchange (RISE) project investigating the HRD implications of the way existing and future talent can be managed at work, harnessing the entrepreneurial attitudes and skills of young people. The project is both interdisciplinary and international, exploring the key challenges of managing this entrepreneurial talent within organizations. The scope and content of the project align neatly with the intent of the Journal of International Journal of HRD Practice, Policy and Research, not least the emphasis on practical HRD implications. Indeed, at the heart of GETM3 is an appreciation that true understanding and impact can only come from engagement with multiple stakeholders. This editorial provides a brief contextual overview of GETM3, focusing on its relevance for HRD, before providing a brief review of the articles and opinion/forum pieces that make up the special issue. Such explorations are certainly timely. Deloitte’s recent Global Human Capital survey highlights that organizations must re-invent their ability to learn. Indeed, the top rated trend for 2019, reflected by 86% of respondents, was the need to improve learning and development (Deloitte, 2019: 77). Related to this is the requirement for more dedicated evidence exploring the nature and impact of HRD (Gubbins, Harney, van der Werff, & Rousseau, 2018; Mackay, 2017), coupled with more directed attention to the process, rather than the content, of HRD interventions (Staats, 2019). The papers in this special issue certainly make a contribution to enhanced understanding and equally to bridging the seemingly ever widening theory-practice gap (Holden, 2019).


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