The  Effective Role of Talent Management Strategies in Organisational Perfomance Through Knowledge Sharing

Karzan Qader Hamad; Goran Yousif Ismael

doi:10.25212/lfu.qzj.9.1.46

Authors

Karzan Qader Hamad Department of Legal Administration, College of Administration and Economics, Lebanese French University, Erbil, Kurdistan Region, Iraq
Goran Yousif Ismael Department of Business Administration, Noble Technical Institute, Erbil, Kurdistan Region, Iraq.

DOI:

https://doi.org/10.25212/lfu.qzj.9.1.46

Keywords:

Collaboration, knowledge sharing, organizational performance, talent acquisition, talent development, talent retention

Abstract

This research article explores the effectiveness of talent management strategies employed by manufacturing companies in Erbil, Kurdistan in improving organisational performance. Based on the analysis of 415 human resources managers, employees, finance managers, and managing directors, a multi-stakeholder perspective was taken. Face-to-face interviews with 3 industry experts and consultants were also conducted. A skills gap, rapid technological advancements and evolving industry demands were identified as major obstacles to manufacturing companies’ effective talent acquisition, development and retention strategies. The findings highlight that talent acquisition plays a crucial role in driving organizational performance, as well as knowledge creation and collaboration. It was revealed that providing individuals with opportunities to enhance their skills and expand their knowledge leads to a myriad of positive outcomes that directly impact their collective intelligence, new knowledge creation and the group’s collaborative potential. The resultant positive effects of such outcomes on driving organizational performance and promoting sustainable growth were supported. According to the findings, knowledge sharing and collaboration’s limited mediating effects on talent management strategies and organizational performance mirror the ineffectiveness of companies' knowledge management practices. The study expands knowledge and understanding of talent management practices, challenges, and opportunities specific to this region, and offers insights into the multi-stakeholder perspective. Furthermore, the findings can inform policymakers and industry associations in developing policies and guidelines to support talent management practices in Kurdistan's manufacturing sector. As a theoretical proposition, the findings are consistent with the knowledge-based view theory, which emphasizes the importance of knowledge assets and capabilities in achieving sustainable competitive advantage

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