The talent management business model and its impact on business performance

Abstract

Purpose This paper aims to empirically analyse the relationship between the business model and the evolution of employment during the Great Recession, based on data from 75 industrial companies in the Corredor del Henares in Guadalajara, a reference area for being one of the fastest growing economic and business areas in Spain in recent decades. Design/methodology/approach The concept of the business model has been incorporated into organizational theory and practice over the last 25 years and continues to attract the interest of the academic and business community. The most recent research found in the literature has confirmed the relationship between business model and business performance, being directly connected to business performance and, therefore, to the creation of employment. However, the conclusions of the available studies are not directly scalable, as they refer to a specific sector or market. Findings The result confirms the positive impact of the business model on results and specifically, that talent management, through the value proposition and technology, has an impact on improving business performance. The study specifically confirms that talent integrated in organizations has an impact on the performance through a solid value proposition, scalable and adaptable to changes in the environment and whose transformation must be led by the top management. Talent integrates key partners and considers corporate social responsibility, sustainability, security and transparency as key factors in its management. Originality/value Thus, providing new and relevant information for research and business practice, and its conclusions are generalisable thanks to the multi-sector and multi-territorial nature of the sample selected.