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Top1. Introduction
Over the past two decades, talent management has become a significant part of the managerial discussion and organizational practices in global competition (McDonnell, 2011). One of the most potent intangible assets of an organization is the employees’ talent, i.e., human capital (Ramey et al., 2019; Wuen et al., 2020). Moreover, the resource-based firms demonstrated that the specific assets within an organization could give dynamic capabilities, which can be turned into sustainable competitive advantages, productivity, and prominent performance (Al Aina, & Atan, 2020). In this case, talented employees are valuable resources for their distinctive competence that might encourage others to reproduce (Gelens et al., 2014; Maqueira et al., 2019).
The sports industry has relished productive growth in the recent decade (Teo, 2018). The sports industry represents a unique industry that involves people, actions and business activities inbound and outbound logistics (Bizen et al., 2018; Yeh et al., 2018). Customers’ taste and fashion undergo change and shaped with the experiential marketing of sport celebrates. Subsequently, Ghai and Zipp (2020) and Tan and Pyun (2018) argued that sports industry makes revenue from by promoting other businesses through advertisements and sponsorship. Thus, sports industry has turned into a big market for businesses that offers a good platform for promoting their products and services (Da Silva, & Las Casas, 2017; Kwak, & Pradhan, (2020).
Furthermore, talent management can ensure optimal performance and achieve competitive advantages in the sports sector, like cricket. Notably, a reality check is essential regarding professional cricketers' talent management practices (Kerr & Gladden, 2008; Kantor, Holdsworth, & Barr, 2008; Khurshid & Darzi, 2016). At present, why the most talented and experienced cricketers cannot keep their consistent performance is a significant concern. This study's significance will guide the policymakers to manage talent management concerning performance management efficiently.
Recently, researchers, entrepreneurs, businesspersons, and policymakers are exhibiting their interests to bring learning and insights into their critical areas for bringing novelty (Burnes & O'Donnell, 2011; Megheirkouni, 2017). The study will also help broad cricket managers acknowledge talent management practices, leading to an increased level of perception about talent retention (Pandey, 2018). However, the sports coordinators, team managers, trainers, coaches, senior cricketers, junior cricketers, and trainees will get numerous benefits from this study. As per our knowledge goes, no study investigates the relationship between talent management and performance consistency in the sports industry.