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Author(s): Fati Bodua Seidu, Evans O. N. D. Ocansey (Ph.D.), Patience B. A. Yamoah (Ph.D.), Josephine Pepra-Mensah (Ph.D.).

Volume/Issue: Volume 8, Issue 4 (2025)

Page No: 1-21

Journal: British Journal of Management and Marketing Studies (BJMMS)

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Abstract:

This study conducted a systematic literature review by synthesizing existing literature on talent management (TM) and employee retention in knowledge-intensive firms (KIFs). Using the PRISMA framework, the review analyzed 72 peer-reviewed articles published between 2013 and 2025, sourced from Scopus, Taylor & Francis online, Wiley online library online, JSTOR. Both qualitative and quantitative studies were included to provide a comprehensive understanding of how TM practices such as talent acquisition, leadership development, succession planning, and knowledge transfer affect employee retention outcomes such as turnover intention, job embeddedness, loyalty, and affective commitment in the context of KIFs. Following the tenets of the PRISMA 2020 framework, the study applies rigorous screening and inclusion criteria to assess conceptual alignment, empirical strength, and contextual relevance of the various papers. The findings affirm that TM is not merely an HR activity but a strategic enabler of organizational resilience, competitive advantage, and knowledge continuity in today’s rapidly evolving, post-pandemic economy. The analysis shows that effective TM practices such as talent acquisition, leadership development, succession planning, flexible work arrangements, and performance-based recognition are vital in influencing employees’ intention to stay. These interventions together with important mediating variables such as perceived organizational support (POS), psychological empowerment, job satisfaction, and organizational commitment greatly influence employees’ intention to stay or otherwise. Additionally, factors like digitalization, employee value alignment, and inclusive leadership further reinforce the TM-ER relationship. This is particularly so in sectors where knowledge and innovation are central to success. The review shows that despite the abundant data, several gaps persist. Most studies rely on cross-sectional designs indicating a scarcity of longitudinal and mixed method designs studies. Furthermore, there is limited representation of low and middle-income countries (LMICs), especially in Africa and Latin America. This study offers a unique contribution to the field of Talent Management by systematically analysing the relationship between talent management and employee retention within knowledge-intensive firms (KIFs).

Keywords:

Knowledge-intensive firms, Employee retention, Talent management, Talent management frameworks, Talent management practices, Digitalization.

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