The human factor in building competitive advantage: Organizational agility and organizational resilience based on talent management

This study aims to explore the interactions between organizational agility, organizational resilience, and talent management from the perspective of human resources (HR) managers. Adopting qualitative research design, semi-structured interviews were conducted in 2024 with 40 HR managers working in various sectors. The collected data were analyzed using descriptive and thematic analysis methods via MaxQDA Pro 24. A total of 42 codes were identified and grouped under three main themes: "Talent Management Practices," "Organizational Agility," and "Organizational Resilience." The relationship network among these themes and codes was visualized through a code map to ensure conceptual integrity. According to this map, the most central code is "Staffing," which plays a critical role not only within the scope of talent management but also in organizational agility and resilience processes. Codes clustered around staffing such as motivation, performance management, and training-development highlight the importance of supporting employee growth and underline the strategic impact of human resource practices on organizational success. The findings indicate that talent management goes beyond being a mere HR function and emerges as a fundamental element in building agile and resilient organizational structures.