Management Research in Iran

The paradox of exclusive-inclusive talent management: Towards a balanced approach

Document Type : Original Article

Authors

Mansoureh Mohammadnezhad Fadardi 1
Reza Tahmasebi 2
jabbar babashahi 3

1 Doctoral student of public administration, Faculty of Management and Accounting, Farabi School, University of Tehran, Qom, Iran

2 Assistant Professor, Department of Public Administration, Faculty of Management and Accounting, Farabi School, University of Tehran, Qom, Iran

3 Assistant Professor, Department of Business Management, Faculty of Management and Accounting, Farabi School, University of Tehran, Qom, Iran

Abstract
Paradoxes are one of the inevitable phenomena in organizational life that are manifested in the form of decision-making dilemmas. Managers experience paradoxical tensions in different situations and should be able to provide appropriate responses to resolve such tensions. One of these situations is the paradoxical tension of exclusive-inclusive talent management. The present study was conducted to discover the strategies for managing this tension. This research is practical in terms of purpose and is qualitative in terms of data collection method. The population was research and executive managers at different levels of the Information and Communication Technology Research Institute, and 28 of whom were selected using the snowball sampling. The data collection tool in this study was semi-structured interviews. The data obtained from the interviews were analyzed using the theme analysis method. The results showed that "the modifying factors of tensions" including "organizational justice", "the nature of interpersonal relationships" and "access to resources" will affect the formation of tension. In addition, two active responses including "acceptance" and "equilibrium and integration" as well as three inactive responses including "suppression", "separation" and "projection" were identified as tension management strategies.

Keywords

talent management
exclusive-inclusive paradox
Active response
Inactive responses
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Management Research in Iran
Volume 26, Issue 2
July 2022
Pages 144-168

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