Purpose This study aims to review factors that impact talent management (TM) practices in small and medium-sized enterprises (SMEs) and how this literature has evolved. Design/methodology/approach This study uses systematic literature review methodology. A total of 42 peer-reviewed English-language papers from 2013 to 2024 were chosen from five databases: Web of Science, Scopus, EBSCOhost, ABI/INFORM and Google Scholar. The selected articles are analyzed using a thematic method to identify contextual factors, TM strategies and outcomes. The resulting framework is compared with similar frameworks in literature. Findings This study presents an integrated framework consisting of external and internal environmental factors affecting TM in SMEs. Furthermore, by comparing the research framework with previous frameworks, the study identifies that factors such as technology, crises and industry-specific conditions have become increasingly prevalent in the related TM literature. Additionally, the study highlights strategies that SMEs follow to respond to these contextual factors affecting their TM practices. Practical implications The framework presented in this study clearly illustrates the factors influencing TM in SMEs and delineates the organizational responses to these factors. Additionally, the study identifies those factors that have become increasingly important over time and may exert a significant impact on companies. Consequently, the findings serve as a valuable guide for decision-makers in TM in SMEs to determine the most appropriate strategies for different situations. Originality/value By integrating previously scattered studies in this field, this research provides a comprehensive framework on how TM is shaped by contextual factors, TM strategies and outcomes.
Karimi et al. (Mon,) studied this question.