ABSTRACT
In this chapter, an attempt is made to synthesise theoretical studies and empirical research findings by linking context, practices and outcomes of talent management in SMEs. According to the research evidence, talent management in SMEs is very diverse when taking into account the way talent is defined and which practices are implemented. In most of the examined SMEs, talent is perceived as acquired, situational, feasible to develop and attributed to a person rather than to organisational roles or positions. The scope of talent management practices is very wide, determined by both internal and external contextual factors. The inclusive as well as the exclusive approach to talent management is applied. The selection of these practices stems from both the business needs and the labour market situation.
