Explores the myth of talent portability and offers implications for human resources.
Summarizes the research on whether star performance can be maintained when performers move to new firms.
Advances the view that performance is largely dependent upon organizational context and, as such, does not transfer to new firms as well as is hoped.
Reasons that organizations should focus on developing talent internally while also taking steps to retain that talent.
Reveals how organizations – and so, indirectly, society as a whole – can benefit to the maximum from their top talent.
Contends that organizations should abandon recruiting as a primary strategy for acquiring talent. Shows human‐resource managers how to leverage this research to develop and retain talent.
