English abstract
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.
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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.
