Carole Tansley | Nottingham Trent University (original) (raw)
Professor Carole Tansley is Director of the International Centre for Talent Management and Development, leading a team of senior academics and visiting fellows, applied researchers, PhD and KTP students engaged in exploring the HR dimensions of talent management. She also teaches postgraduates on the Doctorate in Business Administration, MBA, MSc in Strategic HRM, and the MSc in Fraud and Risk Management. Areas covered include talent management, knowledge management, organisational behaviour and human resourcing strategy, planning, policy and practice, in addition to interpretive research methodology and methods. Carole is also Director of Studies for PhDs and Doctorates in Business Administration (DBA) and has wide experience as a doctoral examiner and an independent chair of doctoral vivas.
Carole is an interpretative social scientist with interests in organisational theory, ethnographic research and social constructionism. She has two main research interests: HR dimensions of talent management (such as employer branding) and the management of teams in global E-HR projects. She has published widely in journals such as British Journal of Management, Journal of Managerial Psychology and Personnel Review. Carole researches in the areas of:
• Talent management
• Knowledge management
• Employer branding
• Social capital
• Human resource management
• Social processes in e-HR systems development
• Use of technologies in learning and teaching in HE
• Carole has led a number of research projects for the ESRC and the Chartered Institute of Personnel and Development (CIPD), as well as for corporate clients. She recently led the NBS research team on a major research programme on managing talent in organisations such as PricewaterhouseCooper, Gordon Ramsay and Legal Services Commission for the UK Chartered Institute of Personnel Management (CIPD). Carole previously worked in the public and private sectors as an HR consultant and HR manager and for a number of years has been Academic Associate to the Global Head of HR Information Systems, Rolls Royce, plc., Visiting academic at Brno Business School, Czech Republic and Matej Bel University, Slovak Republic.
Phone: 0115 848 2415
Address: International Centre for Talent Management and Development
Nottingham Business School
Nottingham Trent University
Burton Street
Nottingham
NG1 4BU
United Kingdom
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Books by Carole Tansley
Talent management is increasingly seen as a critical success factor as organisations strive for c... more Talent management is increasingly seen as a critical success factor as organisations strive for competitive advantage. But what does talent management actually mean and what's being done in organisations to manage talent? The result of a year-long study by Nottingham Business School, Nottingham Trent University, this report draws on over 100 detailed interviews across senior executives, HR directors, HR professionals, talent management specialists, line managers and individual employees in nine case study organisations. Drawing extensively on these case study illustrations the report examines how organisations are identifying, developing, deploying and retaining talent and to what extent this is part of a proactive approach to talent management.The report is structured to: provide information on the background to talent management in case study organisations; offer conclusions about strategy, stewardship and policy; and, highlight practices in the execution of talent management programmes. It provides: an understanding of current practices in talent management; insights into the views and contributions of a range of stakeholders; and, an appreciation of the implications for HR strategy.
Papers by Carole Tansley
The strategic managing of human resources, 2005
The Journal of Strategic Information Systems, 2006
This paper sets out to explore the connection between the two research domains, talent management... more This paper sets out to explore the connection between the two research domains, talent management and knowledge management. When reviewing the existing literature on both subjects, it becomes apparent that the both subjects share a common underpinning. How talent is regarded in talent management as a valuable resource to the organization could be perceived as knowledge workers in knowledge management. What talent possesses could be construed as the crucial knowledge, explicit or tacit, that knowledge ...
HRIS; Strategic; Ontology; Epistemology Management Business Data processing Philosophy Religion M... more HRIS; Strategic; Ontology; Epistemology Management Business Data processing Philosophy Religion Management Business -- Data processing Philosophy.
International review of industrial and organizational psychology, Apr 16, 2001
Organizational Learning and Knowledge Conference, 2002
A project team, set up to design and implement an Enterprise Resource Planning (ERP) system, is e... more A project team, set up to design and implement an Enterprise Resource Planning (ERP) system, is essentially tasked with integrating knowledge distributed across an organization. This suggests that the social capital of members will be important. In the case study project, however, team members used their social capital to further their own personal goals rather than the ERP project goals. Moreover, time and effort spent maintaining networks with others outside the project to pursue personal goals prevented ...
Talent management is increasingly seen as a critical success factor as organisations strive for c... more Talent management is increasingly seen as a critical success factor as organisations strive for competitive advantage. But what does talent management actually mean and what's being done in organisations to manage talent? The result of a year-long study by Nottingham Business School, Nottingham Trent University, this report draws on over 100 detailed interviews across senior executives, HR directors, HR professionals, talent management specialists, line managers and individual employees in nine case study organisations. Drawing extensively on these case study illustrations the report examines how organisations are identifying, developing, deploying and retaining talent and to what extent this is part of a proactive approach to talent management.The report is structured to: provide information on the background to talent management in case study organisations; offer conclusions about strategy, stewardship and policy; and, highlight practices in the execution of talent management programmes. It provides: an understanding of current practices in talent management; insights into the views and contributions of a range of stakeholders; and, an appreciation of the implications for HR strategy.
The strategic managing of human resources, 2005
The Journal of Strategic Information Systems, 2006
This paper sets out to explore the connection between the two research domains, talent management... more This paper sets out to explore the connection between the two research domains, talent management and knowledge management. When reviewing the existing literature on both subjects, it becomes apparent that the both subjects share a common underpinning. How talent is regarded in talent management as a valuable resource to the organization could be perceived as knowledge workers in knowledge management. What talent possesses could be construed as the crucial knowledge, explicit or tacit, that knowledge ...
HRIS; Strategic; Ontology; Epistemology Management Business Data processing Philosophy Religion M... more HRIS; Strategic; Ontology; Epistemology Management Business Data processing Philosophy Religion Management Business -- Data processing Philosophy.
International review of industrial and organizational psychology, Apr 16, 2001
Organizational Learning and Knowledge Conference, 2002
A project team, set up to design and implement an Enterprise Resource Planning (ERP) system, is e... more A project team, set up to design and implement an Enterprise Resource Planning (ERP) system, is essentially tasked with integrating knowledge distributed across an organization. This suggests that the social capital of members will be important. In the case study project, however, team members used their social capital to further their own personal goals rather than the ERP project goals. Moreover, time and effort spent maintaining networks with others outside the project to pursue personal goals prevented ...
Employee Relations, 2014
Purpose We examine and conceptualise the ways in which a balance can be achieved between optimi... more Purpose
We examine and conceptualise the ways in which a balance can be achieved between optimising the efficiency and effectiveness of electronic HRM (e-HRM) systems for human resource management (HRM) and enabling innovation to occur during the system implementation.
Design/methodology/approach
An intepretive case study of a UK local authority e-HRM system implementation is examined using the notion of ambidexterity as an analytical device. Ambidexterity relates to how an organisation develops the ability to operate efficiently in the now, while at the same time being able to adapt to environmental changes around and ahead of them in order to grow into the future.
Findings
As an intra-organisational capability, ambidexterity is found to derive from the simultaneous interplay and balancing of dual capabilities: exploitation and exploration.. E-HRM exploitation concerned the capability to generate new knowledge with innovatory effects, created through the everyday practices performed by practitioners at all levels in the organisation. E-HRM exploration, rather than being a purposeful act, was found to be an accidental consequence of engaging in exploitation to maintain the status quo.
Originality/value
There is a lack of detailed investigation of how organisations actually achieve ambidexterity, particularly in three under-researched areas: ambidexterity in the public sector, at HR functional level and e-HRM systems implementation. Bundling these three areas into an integrated examination allows us to both identify how exploitation and exploration play out in the ambidextrous practices of an e-HRM project and also to identify the dimensions of ambidexterity in balancing e-HRM work.