The role of disruptive technologies in talent management in Nordic multinational enterprises

Over the past two decades, talent management (TM) scholars have built an excellent body of knowledge on the relationship between TM and disruptively evolving technologies (Caligiuri et al., 2020; Vaiman et al., 2021; Wiblen, 2021). They have carefully observed the new technological developments in different TM domains, conducted research using the best available methodological approaches, and offered practically relevant insights. Studies have covered the relationship between TM and disruptive technologies with a focus on specific technological artifacts such as digitalized TM (Wiblen & Marler, 2021; Wiblen, 2021), artificial intelligence (AI) (Charlwood, 2021), TM analytics (Ajunwa et al., 2017; Lazer & Radford, 2017; Marler & Martin, 2021; Minbaeva & Vardi, 2019; Zuboff, 2019), and others. Thanks to these and other scholarly efforts, substantial progress has been made in understanding how particular disruptive technologies have changed the TM and its function. However, disruptive technologies evolve continuously. New technologies keep evolving, and researchers continuously set out to critically assess their influence on TM. Future scholars and practitioners will thus continue to cope with the different technological artifacts that are currently emerging (Kim et al., 2021).