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A Conceptual Framework for Talent Management Practices in Emerging Markets: A Focus on Start-Ups and SMEs in Africa
Abstract
This chapter proposes a conceptual framework for talent management (TM) tailored to the unique conditions of African start-ups and small-to-medium enterprises (SMEs) operating in resource-constrained emerging markets. Drawing on the Resource-Based View, Human Capital Theory, Social Capital Theory, Institutional Theory, Ubuntu Philosophy, and African Relational Leadership Theory, the framework addresses the misalignment between mainstream TM models and the socio-economic and institutional realities faced by African SMEs. The study reviews empirical findings on adaptive TM practices across the continent and outlines key strategies for flexible talent acquisition, cost-effective development, community-driven retention, relational leadership, and institutional adaptation. The proposed model offers a culturally grounded, operationally feasible approach for enhancing talent outcomes in African enterprises and contributes to ongoing efforts to develop contextually relevant management theory in the Global South.
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