Research agenda on turnaround strategies beyond systemic disruptions

PurposeSince the Great Financial Crisis (GFC), the shocks are getting deeper and deeper on the economy, sectors and companies. In these years, turnaround strategies have evolved and contribute to improving the agility and audacity of managers. This article studies the change in the research agenda and in the academic discourse as systemic disruptions become widespread and provides evidence on collaboration networks and publication opportunities.Design/methodology/approachThis research uses a comparative bibliometric analysis to understand the changes in the academic debate as of 2008. The core collection of Web of Science (WoS) is used and 198 articles on turnaround strategies published in journals indexed in Journal Citation Reports® (JCR) – Social Sciences Citation Index (SSCI) in areas like business, management, economics and finance during 1965–2022.FindingsThis research reveals an important intertemporal evolution between periods, both in the collaborative networks of researchers and in the journals that dominate the impact discourse. In addition, it provides evidence of the change in academic discourse, through the evolution of the topics of interest after the GFC. The results suggest publication opportunities around gaps not yet closed by the academic literature.Practical implicationsThis article allows researchers to be guided in identifying gaps that have not yet been closed. In addition, this research has important managerial implications, since it guides and advises journal editors on new emerging issues.Originality/valueThis document offers a global vision on the subject of study and an understanding of the development of the discourse of the academy.

Sensible Leaders and Hybrid Working: Challenges for Talent Management

Talent Management (TM) was affected by unprecedented disruptions unleashed by the COVID-19 pandemic in the workplace. The sequential periods of international lockdown, in many cases, forced activities to be redirected for a blended or hybrid form of teleworking. Spatial mobility impacted on the performance of the TM. The impacts have been so deep and widespread that organizations had to adapt to crises using intensive Information and Communicating Technologies (ICT). Hybrid Work (HW) is a modality that became more usual after several COVID-19 waves and lockdowns. In this context, Talent Management depend on sensible leader's capabilities to attract, maintain, develop, and retain talents to strengthen organizational performance, productivity, and competitiveness, mainly in HW context. In this context, we use Factiva tool to check the relevance of this new way to work before and after the COVID-19 pandemics. This paper discusses some challenges to TM in HW as Relationship based on Trust, Team engagement, Knowledge management, Renewal of Organizational Culture, Inclusive practices and Life-work continuum (LWC). Finally, we present some trends for TM especially in HW to help organizations to counterbalance disruptive events in the future.