Allameh, M., Soltani, F., & Narimani, M. (2014). To study the mediator role of social capital variable on the relationship between talent management and knowledge sharing in organizations (Case to Study: All of the Staff Divisions of Iranian National Petroleum Company and Its Affiliated Branches Located in Tehran). Management Research in Iran, 18(2), 127-148. [In Persian]
 Gallardo-Gallardo, E., Dries, N., & González-Cruz, T. F. (2013). What is the meaning of ‘talent’in the world of work?. Human Resource Management Review, 23(4), 290-300.
 Armstrong, M., & Taylor, S. (2014). Armstrong's Handbook of Human Resource Management Practice. Kogan Page Publishers.
 Daubner, D., Vinkenburg, C. J., & Jansen, P. (2017). Dovetailing talent management and diversity management: The exclusion-inclusion paradox. Journal of Organizational Effectiveness: People and Performance, 4(4), 315-331.
 Frost, S., & Kalman, D. (2016). Inclusive talent management: how business can thrive in an age of diversity. Kogan Page Publishers.
 Swailes, S., Downs, Y., & Orr, K. (2014). Conceptualising inclusive talent management: Potential, possibilities and practicalities. Human Resource Development International, 17(5), 529-544.
 Smith, W. K., & Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of management Review, 36(2), 381-403.
 Putnam, L. L., Fairhurst, G. T., & Banghart, S. (2016). Contradictions, dialectics, and paradoxes in organizations: A constitutive approach. Academy of Management Annals, 10(1), 65-171.
 Webel, C., & Galtung, J. (Eds.). (2007). Handbook of peace and conflict studies. Routledge.
 Meyers, M. C., & Van Woerkom, M. (2014). The influence of underlying philosophies on talent management: Theory, implications for practice, and research agenda. Journal of World Business, 49(2), 192-203.
 Bolander, P., Werr, A., & Asplund, K. (2017). The practice of talent management: a framework and typology. Personnel Review, 46(8), 1523-1551.
 Meyers, M. C. (2016). Talent management: Towards a more inclusive understanding. Tijdschrift voor HRM, 2016(12), 1-12.
 King, K. A., & Vaiman, V. (2019). Enabling effective talent management through a macro-contingent approach: A framework for research and practice. BRQ Business Research Quarterly, 22(3), 194-206.
 Gelens, J., Dries, N., Hofmans, J., & Pepermans, R. (2013). The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda. Human Resource Management Review, 23(4), 341-353.
 Khoreva, V., Vaiman, V., & van Zalk, M. (2017). Talent management practice effectiveness: investigating employee perspective. Employee Relations, 39(1), 19-33.
 De Boeck, G., Meyers, M. C., & Dries, N. (2018). Employee reactions to talent management: Assumptions versus evidence. Journal of Organizational Behavior, 39(2), 199-213.
 Quinlan, D., Swain, N., & Vella-Brodrick, D. A. (2012). Character strengths interventions: Building on what we know for improved outcomes. Journal of Happiness Studies, 13(6), 1145-1163.
 Meyers, M. C., Van Woerkom, M., & Dries, N. (2013). Talent—Innate or acquired? Theoretical considerations and their implications for talent management. Human Resource Management Review, 23(4), 305-321.
 Nijs, S., Gallardo-Gallardo, E., Dries, N., & Sels, L. (2014). A multidisciplinary review into the definition, operationalization, and measurement of talent. Journal of World Business, 49(2), 180-191.
 Schad, J., Lewis, M. W., Raisch, S., & Smith, W. K. (2016). Paradox research in management science: Looking back to move forward. Academy of Management Annals, 10(1), 5-64.
 Dunn, M. B., & Jones, C. (2010). Institutional logics and institutional pluralism: The contestation of care and science logics in medical education, 1967–2005. Administrative science quarterly, 55(1), 114-149.
 Besharov, M. L., & Smith, W. K. (2014). Multiple institutional logics in organizations: Explaining their varied nature and implications. Academy of management review, 39(3), 364-381.
 Jarzabkowski, P., Lê, J. K., & Van de Ven, A. H. (2013). Responding to competing strategic demands: How organizing, belonging, and performing paradoxes coevolve. Strategic Organization, 11(3), 245-280.
 Garavan, T. N., Morley, M. J., Cross, C., Carbery, R., & Darcy, C. (2021). Tensions in talent: A micro practice perspective on the implementation of high potential talent development programs in multinational corporations. Human Resource Management, 60(2), 273-293.
 Wilson, B. M. (2016). Engaging diversity: Best practices to create an inclusive work environment (Doctoral dissertation, Pepperdine University).
 Daubner-Siva, D., Ybema, S., Vinkenburg, C. J., & Beech, N. (2018). The talent paradox: talent management as a mixed blessing. Journal of organizational ethnography.
 Hassanpoor, A., Vakili, Y., Norouzi, H., & Khamoie, F. (2021). Identify the dimensions and components of employee personal branding by mixed method (Case study: Iran Insurance Industry). Management Research in Iran, 24(3), 91-116. [In Persian]
 Khanifar, H., Moslemi, N., & Yazdani, H. R. (2017). Principles and foundations of qualitative research methods. Negahe Danesh Publication. Tehran. [In Persian]
 Thunnissen, M., Boselie, P., & Fruytier, B. (2013). Talent management and the relevance of context: Towards a pluralistic approach. Human resource management review, 23(4), 326-336.
 Aust, I., Brandl, J., Keegan, A., & Lensges, M. (2017). Tensions in managing human resources. The oxford handbook of organizational paradox, 413.