How context shapes talent management implementation in SMEs: an institutional logics lens

Abstract

The talent management (TM) literature generally highlights the importance of effective implementation and its benefits for individuals and organisations. However, limited attention has been given to how context shapes TM implementation in small and medium-sized enterprises (SMEs). In this study, we adopt an institutional logics lens to examine the antecedents of TM implementation and the role of SMEs in responding to institutional complexity. Drawing on qualitative research based on 25 semi-structured interviews in French SMEs, we identify state, union, and market logics as key antecedents to TM. We also show how SMEs exercise agency, adapting their TM approaches to the institutional environment while engaging in the balancing act between compliance and strategy. These agentic responses give rise to three distinct tensions: flexibility–security, effectiveness–legitimacy, and authenticity–conformity. We contribute to the TM literature by providing nuanced insights into how institutional context shapes implementation and how SME agency influences this process.