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Open research questions in Human Resource and Talent Management

375 gap statements mined from Human Resource and Talent Management papers in our 7.9M-paper local library, which holds 2,537 papers on the topic — drawn mostly from each paper's own stated research gap, future-work, challenge and limitation notes, and its abstract. The ones listed below are a selection still marked open; each names the study that raised it, with a DOI link where the paper has one.

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What the literature leaves open

  • A sustainable work environment is also influenced by green HRM, thus playing the role as a mediator between green HRM and the talent retention relationship Originality/value The study also addresses the issue of the limited research on green HRM and talent retention in the PHEIs of Malaysia under the mediation of sustainable work environment.

    Mediation effect of sustainable work environment: perspective of Malaysian private higher education institution green human resource management and talent retention · 2026 · DOI

  • The relationship between strategic talent management system (STMS) and knowledge-worker productivity (KWP) remains insufficiently understood, creating a “black box” regarding how talent-related investments are transformed into productivity outcomes.

    Unlocking the black box between strategic talent management system and knowledge-worker productivity in the knowledge economy: a hybrid model · 2026 · DOI

  • This study could be replicated in the future using more diverse samples from various universities or countries to expand the results.

    Sustainable Strategies for Innovative Cooperation in Human Resources Training between the Business Sector and Universities through Internship Programs from the Pre- to Post-COVID-19 Period · 2024 · DOI

  • The paper recommends redesigning motivation programs to include material and moral incentives that enhance employees' professional and emotional well-being, but provides no empirical testing of what specific incentive structures, compensation models, or recognition systems would effectively bridge the non-significant gap between motivation initiatives and emotional intelligence outcomes in food industry contexts.

    Impact of Talent Management on Emotional Intelligence in Food Industry Companies in Hodeidah Governorate · 2026 · DOI

  • The research highlights the need for further study on the concept of talent in a cooperative context.

    Paradojas de talento en el cooperativismo: Reflexiones desde MONDRAGON · 2026 · DOI

  • The implementation of talent management still faces several challenges, such as limited resources and high workloads. The study did not provide a comprehensive analysis of the challenges faced by healthcare workers.

    Talent Management Strategies and Their Impact on the Well-Being of Healthcare Workers: A Literature Review · 2026 · DOI

  • The study identifies a gap in the literature on the impact of talent management strategies on healthcare worker well-being. The study highlights the need for ongoing organizational commitment and policies to optimize talent management implementation.

    Talent Management Strategies and Their Impact on the Well-Being of Healthcare Workers: A Literature Review · 2026 · DOI

  • Prior research has shown inconsistent findings on the relationship between talent management, employee engagement, and job satisfaction and employee retention. The study aims to contribute to the understanding of employee retention from the Resource-Based View perspective.

    Employee Retention dalam Perspektif Resource-Based View: Peran Talent Management, Employee Engagement, dan Job Satisfaction · 2026 · DOI

  • The energy infrastructure sector in Japan needs to nurture digital talent to adopt technology-driven workflows. The company faces a dwindling and graying population.

    Nurturing Talent For Digital Transformation By Integrating Digital Upskilling With Career Pathing: A Case Study of A Company In Japan’s Energy Infrastructure Sector · 2026 · DOI

  • Further studies can investigate the long-term effects of the integrated intervention on the company's digital transformation. The study can be replicated in other companies and sectors to validate the findings.

    Nurturing Talent For Digital Transformation By Integrating Digital Upskilling With Career Pathing: A Case Study of A Company In Japan’s Energy Infrastructure Sector · 2026 · DOI

  • Future studies should investigate the causal relationships between managerial support, AI impact, and career development outcomes. Future studies should explore the impact of AI on remote work in different industries and contexts. Future studies should develop and test interventions to enhance managerial support and facilitate employee career development in remote and AI-enhanced workplaces.

    Talent empowerment in AI-enabled remote workplaces · 2026 · DOI

  • There is a lack of understanding of the role of managerial support practices in fostering career development in remote and AI-enhanced workplaces. There is a need to explore the impact of AI on remote work, with a focus on managerial support and career advancement.

    Talent empowerment in AI-enabled remote workplaces · 2026 · DOI

  • The study identifies a need to examine the comparative effectiveness of different compensation dimensions.

    THE INCENTIVE IMPERATIVE: WHY PERFORMANCE BASED REWARDS OUTPERFORM TRADITIONAL COMPENSATION IN RETAINING PUBLIC SECTOR TALENT · 2026 · DOI

  • By foregrounding organizational identification and turnover intention as critical outcome variables, this research addresses a substantial gap in the literature, highlighting psychological mechanisms that are pivotal for the sustainability of international operations yet have been comparatively overlooked.

    How does perceived global talent management shape host-country national retention in foreign subsidiaries? · 2026 · DOI

  • There is a dearth of inquiry into the cognitive and strategic frameworks of employers regarding job-hopping behavior. Prior research has focused on employee-centric motivations and retention rates.

    Navigating Employer Perception of job Hopping among Generation Y and Z in Media Industry · 2026 · DOI

  • Several limitations warrant acknowledgment. First, the study was conducted within a single Chinese enterprise group, which, while enabling deep organisational context, limits the generalisability of findings to other national and organisational settings. Future research should replicate this model in diverse organisational contexts, including SMEs, state-owned enterprises, and cross-national comparative settings.

    Perceived Corporate Social Responsibility and Talent Stability in a Large Chinese Enterprise Group: The Mediating Role of Employee Career Planning Support · 2026 · DOI

  • Consistent with the Four-Capital Framework proposed by Mason and Matas (2015), this imbalance suggests that strong personal capabilities alone are insufficient to maintain long-term professional commitment when organizational systems do not provide comparable levels of support.

    Teacher Talent Retention in Qatar: Predicting Turnover Intentions Through the Four-Capital Framework · 2026 · DOI

  • The study identifies the need for comprehensive engagement and retention strategies. It highlights the gap in the current understanding of the interrelationship between employee engagement and retention.

    EMPLOYEE ENGAGEMENT AND RETENTION IN THE NEW ECONOMY · 2026 · DOI

  • The study does not examine the relationship between employee experience levels (sample shows distribution from less than 5 years to 15+ years) and their ability to adapt to and effectively utilize AI-supported talent management systems. Training effectiveness and performance outcomes may differ significantly between recently-hired personnel and experienced staff with substantial professional background.

    The impact of employing artificial intelligence technologies in supporting talent management on the performance efficiency of institutions in the government health sector in the Kingdom of Saudi Arabia · 2026 · DOI

  • These would demonstrate to employees how much the organisation values their presence and commitment to the business. Employees should be informed of the organisation's plans to maintain employee satisfaction.

    Challenges to Employees’ Retention Strategies in Tertiary Hospitals in Southwest of Nigeria · 2026 · DOI

  • Limited managerial autonomy over compensation decisions. Severe budget constraints limiting total compensation investments.

    THE INCENTIVE IMPERATIVE: WHY PERFORMANCE BASED REWARDS OUTPERFORM TRADITIONAL COMPENSATION IN RETAINING PUBLIC SECTOR TALENT · 2026 · DOI

  • The paper contributes a thematic analysis of research topics, a comparison of traditional with agile HR practices, a list of theories and models used, a new definition of agile HR, research gaps in the literature, and an agenda for future research.

    Agile human resource management: A systematic mapping study · 2024 · DOI

  • The study identifies a gap in the understanding of the impact of AI on talent management in governmental health institutions.

    The impact of employing artificial intelligence technologies in supporting talent management on the performance efficiency of institutions in the government health sector in the Kingdom of Saudi Arabia · 2026 · DOI

  • The study’s novelty lies in its focus on the combined effect of these two recruitment and selection mechanisms within civil service-regulated organisations and its theoretical contribution to knowledge by extending Human Capital Theory to the underexplored context of Nigeria’s civil service, where regulatory frameworks, political patronage and lack of governance pre-employment verification are distinct constraints…

    Recruitment and Selection Practices on the Performance of Selected Public Sector Organisations in Nigeria · 2026 · DOI

  • The study identifies a gap in the micro-CSR literature by introducing employee career planning support as a key mediating mechanism linking CSR to talent stability. The study extends prior research by exploring the relationship between CSR and talent stability in a large Chinese enterprise group.

    Perceived Corporate Social Responsibility and Talent Stability in a Large Chinese Enterprise Group: The Mediating Role of Employee Career Planning Support · 2026 · DOI

Most-cited papers in Human Resource and Talent Management

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375 gap statements have been mined from Human Resource and Talent Management papers in our 7.9M-paper local library, which holds 2,537 papers on the topic; the gaps come from whichever of those papers state one. They are mostly the research gaps the authors state and the papers' abstracts, plus future-work, limitations and challenges passages. The ones listed below are a selection still marked open; each names the study that raised it, with a DOI link where the paper has one, so you can read the original claim in context.

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