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Data-Driven Talent Management Practices for Eco-Innovation in State-Owned Enterprises

Data-Driven Talent Management Practices for Eco-Innovation in State-Owned Enterprises

Sulaiman Olusegun Atiku (Namibia University of Science and Technology, Namibia & Walter Sisulu University, South Africa), Doreen K. Menjengua (Namibia University of Science and Technology, Namibia), Andrew Jeremiah (Namibia University of Science and Technology, Namibia), and Hylton James Villet (Namibia University of Science and Technology, Namibia)
Copyright: © 2024 |Pages: 26
DOI: 10.4018/979-8-3693-2193-5.ch025
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Abstract

This study explores the influence of data-driven talent management practices on eco-innovation in state-owned enterprises. A literature review was conducted to examine the role of people data, HR metrics, and people analytics in enhancing talent management practices and eco-innovation in state-owned enterprises. Findings revealed that people data is essential for making talent decisions and developing effective talent retention strategies. Additionally, two key drivers of eco-innovations were identified and grouped into external and internal drivers. External drivers include environmental regulations, competition pressures, and customers' demands for eco-friendly products and services. Internal drivers are organizational capabilities, technological capabilities, and corporate social responsibility. Therefore, data-driven talent development interventions are necessary for advancing organizational and technological capabilities to boost eco-innovation performance in state-owned enterprises.
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Background

Globalisation has ushered in a talent war, driving organisations to re-direct their attention from focusing on increasing productivity and differentiating their products and services to concentrating on their inimitable resources, namely their human asset or particularly their talent, which offers them a competitive advantage (Al Aina & Atan, 2020). The latter, according to Ibrahim and Daniel (2018), is that resource which the organisation possesses, which their competitors cannot imitate or substitute, thereby necessitating the organisation’s focus on such an intangible asset.

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