The study aimed to develop a strategy for managing institutional talent at Sultan Qaboos University in light of the strategic entrepreneurship approach. This involved investigating the current practices related to institutional talent management at the university, focusing on key dimensions (attraction and retention, development and enrichment, evaluation and retention). The study also aimed to identify the requirements and challenges of its implementation and reveal the degree of entrepreneurial strategy practice at Sultan Qaboos University, serving as the basis for the developing strategy. The study employed a mixed-methods approach with a parallel convergent design. Data were collected through a questionnaire distributed to a sample of 273 faculty members, supplemented by interviews with a subset of 20 individuals. Quantitative findings indicated that the reality of talent management at the university was average. Qualitative results provided a rich insight into the practices of departments and colleges in each dimension of talent management concerning criteria, methods, and mechanisms used in attraction, retention, development, enrichment, and performance evaluation. Statistically, there were no significant differences in the viewpoints of the study sample regarding the degree of talent management practice at Sultan Qaboos University based on gender and university. However, there are statistically significant differences in the perspectives of individuals in the study sample based on the variation in the college variable, in favor of scientific colleges. The academic rank favored Assistant Professors in (attraction and polarization), Associate Professors and Lecturers in (development and enrichment), and Professors in (performance evaluation). Moreover, Professors, Associate Professors, and Lecturers in (talent retention) also showed significant differences. As for the variable of experience, it favored those with more than 10 to 15 years of experience. Requirements for institutional talent management included an attractive supportive environment, administrative and organizational requirements, conscious leadership, the existence of a monitoring and evaluation system, information and marketing, financial support, and partnership and integration. Challenges were categorized into internal challenges (administrative and organizational, financial, cultural, legislative and legal, evaluative, and personal) and external challenges related to the external environment beyond Sultan Qaboos University's control, such as the political system of the state and global competition. ز Results indicated that the degree of strategic entrepreneurship practice at Sultan Qaboos University was moderate, with statistically significant differences in the average scores based on the study's variables (gender, college, academic rank) and no significant differences based on experience and university. Results also revealed a positive and significant correlational relationship between the dimensions of strategic entrepreneurship and institutional talent management. The study proposed a strategy based on field results, contextual analysis within the framework of Sultan Qaboos University, and international and national intellectual foundations. The strategy included dimensions of vision, mission, values, main goals, and strategic objectives aligned with Sultan Qaboos University's strategic plan. Future studies were suggested as research proposals.