| The current society is in the era of knowledge economy.Under the background of economic globalization,Chinese enterprises are facing the challenge of increasing international competition.The global business sector is more complex,with organizations reorganizing their core competencies and developing management systems to create performance and trying to find sustainable competitive advantages.Strategic human resource management has replaced traditional human resource management methods to help companies achieve a higher level of competitiveness.However,enterprise competition in the era of knowledge economy is no longer just relying on human resources,but talent resources.The rise of “war for talent” has made enterprises gradually realize the importance of key talents to the development of enterprises.Talent resources are important source of sustainable competitive advantage.Along with the changes in the competitive environment of China’s industry and the entry of new generations of knowledge workers into the labor market,the management methods and concepts of enterprises should also change.The strategic talent management concept is an innovative thinking based on strategic human resource management,which makes up for the lack of strategic human resource management concept,for individualized management of talents,and realizes the efficiency management of key employees under the limited resources input.In addition,the strategic talent management system not only affirms the economic value creation goals supported by strategic human resource management,but also increases the goal of non-economic value creation,that is,the maximization of human capital value,which is the perfection of the strategic human resource management system.The strategic talent management system is an important research direction in the research of strategic talent management.It is a combination of various systems,processes and practices developed and implemented by the organization to ensure the effective implementation of talent management.Although most companies recognize the importance of strategic talent management and take corresponding measures in practice,there is no clear understanding of the structure,mechanism of action and development mechanism of the strategic talent management system,and it may be related to strategic human resources in operation.This ambiguity of the concept may also make it impossible for enterprises to choose a talent management system that suits the development characteristics of the company itself.Based on the guidance of configuration and system theory,this paper combines the basic principles of human capital theory,talent management theory and new institutionalist isomorphism theory to match the configuration,configuration variable composition and configuration variable of strategic talent management system.The preliminary dimensions of the dimensions(internal fit and external adaptability),matching measurements,and system matching effects,system dynamics,evolution,and adjustment trends have been initiated.Specifically,on the basis of relevant literature collation and evaluation,the theoretical model of strategic talent management system based on existing literature is obtained.According to this model,a semi-structured interview outline is designed for sample enterprises.A qualitative study was carried out to initially determine the compositional variables of the strategic talent management system.Secondly,the theoretical model is further revised by combining the qualitative analysis results.The strategic configuration variables,environmental configuration variables and talent management practice configuration variables of the strategic talent management system are confirmed respectively.The talent management practice configuration variables are the main body of the strategic talent management system,strategic configuration variables and environmental configurations.Variables are an important part.Combined with relevant theories,the research hypothesis is put forward,and the theoretical model of strategic talent management system configuration is revised.Thirdly,the overall matching degree of the strategic talent management system is diagnosed and measured.The questionnaire was designed based on the results of qualitative research and theoretical analysis,and pre-test and formal test were carried out respectively.The matching degree of strategic talent management system was judged according to the test data.The results show that the strategic talent management system consisting of three configuration variables has a good internal fit and external adaptability.In the internal fit study,it is found that the choice of talent management practice portfolio may be influenced by strategic motivation or tactical motivation,but the intensity of the impact may be different due to the management mode of the enterprise.Traditional bureaucratic organizations or low-cost organizations may be influenced by tactical motives or tactical motives;emerging organizational management models,such as high-participation,global competitive,and sustainable organizations,are more Driven by strategic motivation.This paper also innovatively divides the intensity of the implementation of the four subsystems into four categories: intensive talent management,shallow talent management,externally oriented talent management and internal-oriented talent management.The external adaptability study found that human resource management practices significantly positively affected talent management practices and also represented the impact of human resource management strategies on talent management strategies.This relationship is negatively regulated by the strategic alignment between the human resource management strategy and the business strategy,but this negative regulation is not too great.This discovery is different from the research of foreign scholars and is also a special manifestation in the Chinese context.In addition,strategic environmental uncertainty and its sub-dimensions have a significant positive impact on organizational strategic alignment and talent management practices.Finally,predict the development of strategic talent management system from a dynamic perspective.The discovery of environmental complexity dimensions in the composition of environmental configuration variables has led to institutional pressures in heterogeneous environments.Institutional pressure has a significant impact on corporate talent management systems,due to isomorphic trends and system path dependence.In the long run,the strategic talent management system will be widely spread among enterprises.Based on this,the theoretical model was revised again.The implementation of the system’s configuration variables and the matching of different dimensions produces a corresponding matching effect.When the matching effect cannot be achieved,the enterprise may face a talent crisis.Therefore,based on the analysis of the stage characteristics and matching effect of the enterprise life cycle,this paper proposes a dynamic evolution model of the strategic talent management system,pointing out that enterprises at various stages of development should make correct decisions based on the different stages of enterprise development.Choices to promote matching effects and system goals.On the contrary,it should be returned to the previous stage for re-selection.In addition,this paper also puts forward some suggestions for the adjustment principle of the enterprise strategic talent management system.The above research uses a variety of research methods,and both qualitative analysis and quantitative analysis provide empirical support for the conclusions of this paper,which have certain innovative significance and contribution.Theoretically,this paper explores and refines the concept of strategic talent management system;clarifies the difference between human resource management and talent management;enriches the theoretical basis of strategic talent management system research;promotes strategic talent management empirical research development.From a practical point of view,it helps enterprises to recognize and attach importance to the important strategic role of talent management in obtaining sustainable competitive advantage.It is recommended that enterprises build a strategic talent management system based on their own management model and life cycle development characteristics;The impact of institutional pressure. |
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