A Bibliometric Analysis of Talent Retention Strategies in Technology Companies
DOI:
https://doi.org/10.58812/wsis.v3i07.2085Keywords:
Talent Retention, Technology Companies, Human Resource Management, Bibliometric Analysis, VOSViewerAbstract
Technology companies compete in a fast‐moving, innovation-driven landscape where retaining highly skilled employees is a strategic imperative. Although a growing body of studies addresses this challenge, the literature is dispersed across disciplines and geographies, obscuring prevailing themes and research gaps. This study conducts a comprehensive bibliometric analysis of 375 peer-reviewed articles (2000-2024) indexed in the Web of Science Core Collection to map the intellectual structure and temporal evolution of research on talent retention strategies in technology companies. Using VOSviewer, we generated keyword co-occurrence, author co-citation, and country collaboration networks, along with density and overlay visualizations. Results show that human resource management, talent management, and employee retention form the field’s foundational core, while emergent themes—innovation, leadership, diversity, and employer branding—have gained prominence since 2020, signaling a shift toward more holistic, employee-centric approaches. Author analysis identifies three influential clusters: methodological rigor (e.g., Ringle, Hair), strategic HRM (e.g., Collings, Cappelli), and cross-cultural HRM (e.g., Budhwar, Warner). Geographically, the United States dominates scholarly output and collaborations, but international linkages remain limited, suggesting opportunities for broader global engagement. The study highlights research gaps in data-driven HR analytics, cross-regional comparisons, and interdisciplinary integration. Findings offer scholars a consolidated research agenda and guide practitioners toward evidence-based, culturally responsive retention strategies that align with evolving workforce expectations.
References
[1] L. James and L. Mathew, “Employee retention strategies: IT industry.,” SCMS J. Indian Manag., vol. 9, no. 3, 2012.
[2] N. E. Alias, R. Othman, K. W. Loon, A. R. Ridzuan, and R. Krishnan, “Towards effective employee retention strategy: Implementation of talent management in information, communication and technology companies,” Adv. Sci. Lett., vol. 23, no. 8, pp. 7857–7860, 2017.
[3] E. F. R. Veloso, R. C. da Silva, J. S. Dutra, A. L. Fischer, and L. N. Trevisan, “Talent retention strategies in different organizational contexts and intention of talents to remain in the company,” J. Innov. Sustain. RISUS, vol. 5, no. 1, pp. 49–61, 2014.
[4] L. Taiben, “Talent Retention Strategies in China’s High-Tech Industry: A Human Resource Perspective,” Peta Int. J. Soc. Sci. Humanit., vol. 3, no. 3, pp. 1–13, 2024.
[5] B. L. Ware, “Employee retention and performance improvement in high‐tech companies,” Perform. Improv., vol. 40, no. 2, pp. 22–25, 2001.
[6] R. Kaur, “Employee retention models and factors affecting employees retention in IT companies,” Int. J. Bus. Adm. Manag., vol. 7, no. 1, pp. 161–174, 2017.
[7] U. N. Urme, “The impact of talent management strategies on employee retention,” Int. J. Sci. Bus., vol. 28, no. 1, pp. 127–146, 2023.
[8] A. Bihani and K. Dalal, “A review into talent management, talent retention and its scope for learning organisations,” Int. J. Knowl. Manag. Pract., vol. 2, no. 1, p. 1, 2014.
[9] C. M. Mabaso, M. T. Maja, M. Kavir, L. Lekwape, S. S. Makhasane, and M. T. Khumalo, “Talent retention strategies: An exploratory study within the consulting industry in Gauteng province, South Africa,” Acta Commer., vol. 21, no. 1, pp. 1–14, 2021.
[10] N. E. Alias, N. M. Nor, and R. Hassan, “The relationships between talent management practices, employee engagement, and employee retention in the information and technology (IT) organizations in Selangor,” in Proceedings of the 1st AAGBS International Conference on Business Management 2014 (AiCoBM 2014), Springer, 2016, pp. 101–115.
[11] P. Sudhakaran and G. Senthilkumar, “Retention of valuable talent: Developing an effective retention strategy for technology professionals in India using structural equation modelling,” Int. J. Recent Technol. Eng., vol. 8, no. 3, pp. 2833–2843, 2019.
[12] S. Jose and P. Asha, “Innovation in recruitment and talent acquisition: A study on technologies and strategies adopted for talent management in IT sector,” Int. J. Mark. Hum. Resour. Manag., vol. 10, no. 2, pp. 1–8, 2019.
[13] J. Vijayakumar, “The retention strategies of employees of IT industries,” Int. J. Res. Soc. Sci., vol. 2, no. 4, pp. 98–131, 2012.
[14] N. Donthu, S. Kumar, D. Mukherjee, N. Pandey, and W. M. Lim, “How to conduct a bibliometric analysis: An overview and guidelines,” J. Bus. Res., vol. 133, pp. 285–296, 2021.
[15] N. Van Eck and L. Waltman, “Software survey: VOSviewer, a computer program for bibliometric mapping,” Scientometrics, vol. 84, no. 2, pp. 523–538, 2010.
[16] C.-F. Chien and L.-F. Chen, “Data mining to improve personnel selection and enhance human capital: A case study in high-technology industry,” Expert Syst. Appl., vol. 34, no. 1, pp. 280–290, 2008.
[17] S. Gope, G. Elia, and G. Passiante, “The effect of HRM practices on knowledge management capacity: a comparative study in Indian IT industry,” J. Knowl. Manag., vol. 22, no. 3, pp. 649–677, 2018.
[18] J.-L. Rodríguez-Sánchez, T. González-Torres, A. Montero-Navarro, and R. Gallego-Losada, “Investing time and resources for work–life balance: The effect on talent retention,” Int. J. Environ. Res. Public Health, vol. 17, no. 6, p. 1920, 2020.
[19] P. Fan, N. Urs, and R. E. Hamlin, “Rising innovative city-regions in a transitional economy: A case study of ICT industry in Cluj-Napoca, Romania,” Technol. Soc., vol. 58, p. 101139, 2019.
[20] A. Verma, M. Bansal, and J. Verma, “Industry 4.0: Reshaping the future of HR,” Strateg. Dir., vol. 36, no. 5, pp. 9–11, 2020.
[21] M. L. Al-Dalahmeh, M. Héder, and K. Dajnoki, “The effect of talent management practices on employee turnover intention in the information and communication technologies (ICTs) sector: Case of Jordan,” 2020.
[22] R. Lieb, “The North American third-party logistics industry in 2007: the provider CEO perspective,” Transp. J., vol. 47, no. 2, pp. 39–53, 2008.
[23] A.-C. Wu and D.-D. Kao, “Mapping the sustainable human-resource challenges in southeast Asia’s FinTech sector,” J. Risk Financ. Manag., vol. 15, no. 7, p. 307, 2022.
[24] M. Kolding, M. Sundblad, J. Alexa, M. Stone, E. Aravopoulou, and G. Evans, “Information management–a skills gap?,” Bottom Line, vol. 31, no. 3/4, pp. 170–190, 2018.
[25] R. Jaiswal, S. Gupta, and A. K. Tiwari, “Dissecting the compensation conundrum: a machine learning-based prognostication of key determinants in a complex labor market,” Manag. Decis., vol. 61, no. 8, pp. 2322–2353, 2023.
[26] K. Salgado, M. Flegl, and M. Fejfarová, “FACTORS AFFECTING TALENT RETENTION IN TECH START-UPS.,” Sci. Pap. Univ. Pardubice. Ser. D, Fac. Econ. Adm., vol. 28, no. 1, 2020.
[27] D. Singh, “A literature review on employee retention with focus on recent trends,” Int. J. Sci. Res. Sci. Technol., vol. 6, no. 1, pp. 425–431, 2019.
[28] R. V Dhanalakshmi, K. B. Gurunathan, and M. Vijayakumar, “A study on talent management practices and its impact on employee retention in IT industry in Chennai district,” Asian J. Res. Soc. Sci. Humanit., vol. 6, no. 9, pp. 916–929, 2016.
Downloads
Published
Issue
Section
License
Copyright (c) 2025 Loso Judijanto
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Facebook 
Instagram 
Twitter 
Youtube 
westscience.journals@gmail.com