Naya Hapsari

• Naya, Hapsari (2026). Understanding talent management practices in small, medium, and new enterprises: a systematic literature review. Strategy & Leadership. ISSN 1087-8572. 54(3), s. 348–367. doi: 10.1108/SL-03-2025-0046. Fulltekst i vitenarkiv
• Naya, Hapsari & Flåten, Bjørn-Tore (2026). Exploring Talent Management Practices in Emerging Small and Medium-Sized Enterprises: A Multiple Case Study. Human Resource Development Quarterly. ISSN 1044-8004. s. 1–16. doi: 10.1002/hrdq.70015. Fulltekst i vitenarkiv Vis sammendrag

  Small and medium-sized enterprises (SMEs) often face dynamic environments that require them to balance growth with resource constraints, necessitating strategic adaptability in their talent management (TM) practices. This study employs an in-depth analysis of multiple cases to explore TM practices in startups and SMEs operating in Norway, a country that fosters cooperation and innovation among its small businesses. The leaders of 11 Norwegian startups and SMEs were interviewed to understand their definitions and standpoints on TM and to explore how SMEs can adapt TM practices as they grow. This study also involved nine experts from the external ecosystem surrounding the companies to obtain their perspectives on this topic and to support the findings. The results underscore that TM definitions and practices evolve through three stages of SME growth—startup, transition, and scale-up—shifting from informal to formal approaches throughout the growth process. Further abductive thematic analysis reveals firms' criteria for talent, the challenges of implementing TM, and the strategic importance of TM, interpreted through the lenses of the resource-based view (RBV) and dynamic capabilities theory (DCT). While leaders and experts agree that TM is strategically crucial, especially for leadership development, financial constraints emerge as the primary challenge. Based on these findings, a theoretical framework is proposed, encouraging further studies to investigate the TM dynamics in growing SMEs in more depth, while also considering perspectives from multiple stakeholders.

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• Naya, Hapsari & Flåten, Bjørn-Tore (2025). What Indonesia Can Learn from Europe’s BlueRev Project. doi: https:/www.youtube.com/watch?app=desktop&v=UyfsEiBcLRI. Fulltekst i vitenarkiv
• Naya, Hapsari (2026). Talent Management in SMEs and New Ventures: The Role of Leadership and Networks. Universitetet i Agder. ISSN 9788284273006. Fulltekst i vitenarkiv Vis sammendrag

  Talent management (TM) is a crucial determinant of a company’s competitive advantage, but it remains underexplored in the context of small to medium-sized enterprises (SMEs) and new ventures. Although research has provided a firm foundation for TM concepts and practices in large companies, the approaches used by mature and scalable businesses may not be suitable for smaller and newer firms. SMEs and new ventures often struggle with limited resources, which usually force them to adopt a high degree of informality in their talent management. Consisting of three studies, this dissertation aims to explore the understanding and practices of TM in the context of SMEs and new ventures, investigating how TM is applied and its impact on the organizational outcomes of these types of companies. The exploration commences with a systematic literature review (SLR), Study 1 of this dissertation, which provides insights for scholars and practitioners on the ongoing debates in the literature on the topic. The sequence of research continued with Study 2, a multiple-case study that captured the perspectives of SME leaders and experts on their understanding of TM and its strategic role in helping their businesses grow and sustain. Lastly, in Study 3, the focus narrowed to the role of leaders and network capability, two aspects that repeatedly emerge in TM discussions in SMEs, examining the influence of these variables on SME internationalization efforts. Taken together, the three studies contribute both theoretically and practically. The use of theoretical lenses across the three studies, which include the resource-based view (RBV), dynamic capabilities theory (DCT), and networking theory, provides a comprehensive understanding of how TM is applied in the context of SMEs and new ventures. For practitioners, it underscores the strategic importance of TM, encouraging SME managers and leaders to adopt more deliberate approaches, while also calling for greater support from policymakers. Ultimately, this dissertation acknowledges TM as a vital source for SMEs and new ventures to grow and sustain themselves in dynamic and competitive environments.

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