Business Intelligence: An Essential Tool in the Identification of Organizational Internal Talent

  • Carla CaracolEmail author
  • Ivo Dias
Part of the Advances in Intelligent Systems and Computing book series (AISC, volume 354)


Although the rampant importance in Human Resources Management often Talent remains operationally just by having a connotation of organizational forefront. However, given the huge and increasingly investment in the development of Talent programs, the goal of this paper is to provide a tool for the design and implementation of indicators that allows organizations identifying their talented one’s, in a more proficient manner, using Business Intelligence systems. Through the match between specific strategies, processes and practices, this paper will set up theoretical and managerial contribution, mainly in the Human Resources domain.


Business Intelligence Talent Internal Talent Talent identification Talent indicators 


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    Becker, B., Huselid, M.: Strategic human resource management: Where do we go from here? Journal of Management 32, 898–925 (2006)CrossRefGoogle Scholar
  2. 2.
    Fagerberg, J., Landström, H., Martin, B.R.: Exploring the emerging knowledge base of ‘the knowledge society’. Research Policy 41(7), 1121–1131 (2012)CrossRefGoogle Scholar
  3. 3.
    Dufour, P.: Supplying Demand for Canada’s Knowledge Society: A Warmer Future for a Cold Climate? American Behavioral Scientist 53(7), 983–996 (2010)CrossRefMathSciNetGoogle Scholar
  4. 4.
    Teece, D.J.: Capturing value from knowledge assets. California Management Review 40(3), 55–79 (1998)CrossRefGoogle Scholar
  5. 5.
    Teece, D.J., Pisano, G., Shuen, A.: Dynamic capabilities and strategic management. Strategic Management Journal 18(7), 509–533 (1997)CrossRefGoogle Scholar
  6. 6.
    Moreno-Jiménez, J.M., Aguarón, J., Cardeñosa, J., Escoba, M.T., Salazar, J.L., Toncovich, A., et al.: A collaborative platform for cognitive decision making in the Knowledge Society. Computers in Human Behavior 28, 1921–1928 (2012)CrossRefGoogle Scholar
  7. 7.
    Best, A., Holmes, B.: Systems thinking, knowledge and action: towards better models and methods. Evidence & Policy: A Journal of Research, Debate and Practice 6(2), 145–159 (2010)CrossRefGoogle Scholar
  8. 8.
    Partidario, M.R., Sheate, W.R.: Knowledge brokerage-potential for increased capacities and shared power in impact assessment. Environmental Impact Assessment Review 39, 26–36 (2013)CrossRefGoogle Scholar
  9. 9.
    Ramezan, M.: Intellectual capital and organizational organic structure in knowledge society: How are these concepts related? International Journal of Information Management 31(1), 88–95 (2011)CrossRefGoogle Scholar
  10. 10.
    Watson, H.J., Wixom, B.H.: The current state of business intelligence. Computer 40(9), 96–99 (2007)CrossRefGoogle Scholar
  11. 11.
    Negash, S.: Business intelligence. The Communications of the Association for Information Systems 13(1), 54 (2004)Google Scholar
  12. 12.
    Bontis, N., Crossan, M.M., Hulland, J.: Managing an organizational learning system by aligning stocks and flows. Journal of Management Studies 39(4), 437–469 (2002)CrossRefGoogle Scholar
  13. 13.
    Oltra, V., Vivas-López, S.: Boosting organizational learning through team-based talent management: what is the evidence from large Spanish firms? The International Journal of Human Resource Management 24(9), 1853–1871 (2013)CrossRefGoogle Scholar
  14. 14.
    Hannula, M., Pirttimäki, V.: Business intelligence empirical study on the top 50 Finnish companies. Journal of American Academy of Business 2(2), 593–599 (2003)Google Scholar
  15. 15.
    Collings, D.G., Mellahi, K.: Strategic talent management: A review and research agenda. Human Resources Management Review 19, 304–313 (2009)CrossRefGoogle Scholar
  16. 16.
    Meyers, M.C., Van Woerkom, M., Dries, N.: Talent - Innate or acquired? Theoretical considerations and their implications for talent management. Human Resource Management Review 23, 305–321 (2013)CrossRefGoogle Scholar
  17. 17.
    Tarique, I., Schuler, R.S.: Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of World Business 45, 122–133 (2010)CrossRefGoogle Scholar
  18. 18.
    Lewis, R.E., Heckman, R.J.: Talent management: A critical review. Human Resource Management Review 16, 139–154 (2006)CrossRefGoogle Scholar
  19. 19.
    Davies, B., Davies, B.: Talent management in academies. International Journal of Educational Management 24, 418–426 (2010)CrossRefGoogle Scholar
  20. 20.
    Vinkhuyzen, A.A., Van der Sluis, S., Posthuma, D., Boomsma, D.I.: The heritability of aptitude and exceptional talent across different domains in adolescents and young adults. Behavior Genetics 39(4), 380–392 (2009)CrossRefGoogle Scholar
  21. 21.
    Ericsson, K.A., Prietula, M.J., Cokely, E.T.: The making of an expert. Harvard Business Review, 1–7 (2007)Google Scholar
  22. 22.
    Pfeffer, J., Sutton, R.I.: Evidence-based management. Harvard Business Review 84(1), 62 (2006)Google Scholar
  23. 23.
    Axelrod, B., Handfield-Jones, H., Michaels, E.: A new game plan for C players. Harvard Business Review 80, 80–88 (2002)Google Scholar
  24. 24.
    Ulrich, D.: The talent trifecta. Workforce Management 10, 32–33 (2006)Google Scholar
  25. 25.
    Biswas-Diener, R., Kashdan, T., Minhas, G.: A dynamic approach to psychological strenght development and intervention. The Journal of Positive Psychology 6, 106–118 (2011)CrossRefGoogle Scholar
  26. 26.
    Thunnissen, M., Boselie, P., Fruytier, B.: Talent management and the relevance of context: Towards a pulralistic approach. Human Resource Management Review 23(4), 326–336 (2013)CrossRefGoogle Scholar
  27. 27.
    Huselid, M.A., Becker, B.E.: Bridging micro and macro domains: workforce differentiation and strategic human resource management. Journal of Management 37(2), 395–403 (2011)CrossRefGoogle Scholar
  28. 28.
    Cappelli, P., Keller, J.R.: Talent Management: Conceptual Approaches and Practical Challenges. The Annual Review of Organizational Psychology and Organizational Behavior, 305–331 (2014)Google Scholar
  29. 29.
    Guthridge, M., Komm, A., Lawson, E.: Making talent management a strategic priority. The McKinsey Quarterly, 49–59 (2008)Google Scholar
  30. 30.
    Huselid, M.A., Beatty, R.W., Becker, B.E.: ‘A players’ or ‘A positions’? Harvard Business Review 83(12), 110–117 (2005)Google Scholar
  31. 31.
    Fernández-Aráoz, C.: Getting the right people at the top. MIT Sloan Management Review 46(4), 67 (2005)Google Scholar
  32. 32.
    Fernández-Aráoz, C.: 21st Century Talent Spotting. Harvard Business Review, 46–56 (2014)Google Scholar
  33. 33.
    Wood, A., Linley, P., Maltby, T., Hurling, R.: Using personal and psychological strengths leads to increases in well-being over time: A longitudinal study and the development of the strenghts use questionnaire. Personality and Individual Differences 50, 15–19 (2011)CrossRefGoogle Scholar
  34. 34.
    Yost, P.R., Chang, G.: Everyone is Equal, but some are more Equal than others. Industrial and Organizational Psychology 2, 442–445 (2009)CrossRefGoogle Scholar
  35. 35.
    Ulrich, D., Smallwood, N.: What is Talent? Leader to Leader 63, 55–61 (2012)CrossRefGoogle Scholar
  36. 36.
    Eichinger, R.W., Lombardo, M.M.: Learning agility as a prime indicator of potential. Human Resource Planning 27(4), 12–16 (2004)Google Scholar
  37. 37.
    Subotnik, R., Olszewski-Kubilius, P., Worrell, F.: Rethinking giftdness and gifted education: A proposed direction forward based on psychological science. Psychological Science in the Public Interest 12, 3–54 (2011)CrossRefGoogle Scholar
  38. 38.
    Dries, N., Pepermans, R.: “Real” high-potential-careers: An empirical study into the perspectives of organisations and high potentials. Personnel Review 37, 85–108 (2008)CrossRefGoogle Scholar
  39. 39.
    Oliveira, M.Z.D., Natividade, J.C., Gomes, W.B.: A medida do talento: evidências de validade de uma escala para aferir talento em organizações. Temas em Psicologia 21(2), 419–437 (2013)CrossRefGoogle Scholar
  40. 40.
    Berg, J.M., Dutton, J.E., Wrzesniewski, A.: What is Job Crafting and why does ir matter? Michigan Ross School of Business, 1–8 (2007)Google Scholar
  41. 41.
    Berg, J.M., Wrzesniewrski, A., Dutton, J.E.: Perceiving and Responding to Challenges in Job Crafting at Different Ranks: When Proactivity requires Adaptivity. Journal of Organizational Behaviour 31, 158–186 (2010)CrossRefGoogle Scholar
  42. 42.
    Wrzesniewski, A., LoBuglio, N., Dutton, J.E., Berg, J.M.: Job Crafting and cultivating positive meaning and identity in work. Advances in Positive Organizational Psychology 1, 281–302 (2013)CrossRefGoogle Scholar
  43. 43.
    Baumeister, R., Leary, M.: The need to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin 117, 497–529 (1995)CrossRefGoogle Scholar
  44. 44.
    Rosso, B., Dekas, K., Wrzesniewski, A.: On the meaning of work: A theoretical integration and review. Research in Organizational Behavior 30, 91–127 (2010)CrossRefGoogle Scholar
  45. 45.
    Dutton, J., Roberts, L., Bednar, J.: Pathways to positive identity construction at work: Four types of positive identity and the building of social resources. Academy of Management Review 35, 265–293 (2010)CrossRefGoogle Scholar
  46. 46.
    Strang, D., Baron, J.N.: Categorical imperatives: The structure of job titles in California state agencies. American Sociological Review, 479–495 (1990)Google Scholar

Copyright information

© Springer International Publishing Switzerland 2015

Authors and Affiliations

  1. 1.Instituto Superior de Ciências Sociais e PolíticasUniversidade de LisboaLisboaPortugal
  2. 2.Universidade EuropeiaLisboaPortugal

Personalised recommendations