LAUSR

Abstract Organizational talent management has been widely recognized as a key driver of firm performance. Existing theoretical and empirical work in the domain has drawn on Social Exchange Theory to suggest that talent management affects organizational performance by eliciting positive reactions such as high organizational commitment and work effort among the firm's most high performing and high potential employees (i.e., talented employees). While this work has produced valuable insights, it has largely neglected the active role talented employees may play in gaining access to and in capitalizing on talent-management practices. The present manuscript aims to close this gap by integrating the concept of proactive behavior into talent-management theorizing. To this end, the manuscript presents a new conceptual model incorporating three potential relationships between talent proactive behavior and talent management. This model points out relevant avenues for future research in the talent-management domain.