THE HUMAN CANVAS AND LITERARY ECHO: A STRATEGIC HR FRAMEWORK FOR NURTURING TALENT, ORGANIZATIONAL COMMITMENT, AND NARRATIVE IDENTITY IN THE VISUAL ARTS SECTOR

Authors

  • Dr. Jaspreet Kaur Associate Professor, University School of Business, Chandigarh University, Mohali – 140413, Punjab, India
  • Dr. Minakshi Middha Director, the Research Beacon, Mohali, Punjab, India
  • Dr. Gunjan Sharma Assistant Professor, Department of Management, CGC University, Mohali, India
  • Dr. Priyanka Parthiv Desai Assistant Professor, Faculty of Management Studies, Parul University, PO: Limda, Taluka: Waghodia, Gujarat – 391760, India
  • Jincy S S Research Scholar, Department of English, Chikkanna Government Arts College, Tirupur, Tamil Nadu – 641602, India
  • Dr. Shyam B. Choudhury Assistant Professor, Programme of Sociology, Faculty of Humanities and Social Sciences, Assam down town University, India
  • Dr. Jyoti Prasad Kalita Assistant Professor, Faculty of Commerce and Management, Assam down town University, India

DOI:

https://doi.org/10.29121/shodhkosh.v7.i2s.2026.7274

Keywords:

Talent Management, Creative Industries, Narrative Identity, Organizational Commitment, Visual Arts Sector

Abstract [English]

The visual arts industry is important in the cultural growth, socialization, and innovation. Nevertheless, the administration of artistic talents in cultural organizations is a specific issue because of the complicated interaction of creativity, identity, and organizational systems. The present study presents a theoretical framework which incorporates strategic human resource management practices, talent nurturing, the role of narrative identity and commitment to organizations within the framework of visual arts organizations. Based on creativity theory, talent management theory, self-determination theory and organizational identity theory, the research hypothesis is that positive HR practices can develop artistic talents and help artists to create meaningful narrative identities. These processes of identity reinforce organization commitment which in the end leads to sustainable creative performance in cultural institutions. The paper also includes the practical implications of the study to museums, galleries, and other arts organizations that are interested in creating enabling environments among the creative professionals. Making use of the insights of both the human resource management and the research of creative industries, the paper contributes to the literature on reminding the significance of identity-based HR practices in supporting artistic communities and maintaining cultural organizations.

References

Academy of Management. (2024). Identity in and of Organizations: Docents' Guide Through the Academy of Management Journals. Academy of Management Collections, 4(1). https://doi.org/10.5465/amc.2022.0005 DOI: https://doi.org/10.5465/amc.2022.0005

Amabile, T. M. (1996). Creativity in Context. Westview Press. https://doi.org/10.4324/9780429501234 DOI: https://doi.org/10.4324/9780429501234

Amabile, T. M., Barsade, S. G., Mueller, J. S., and Staw, B. M. (2005). Affect and Creativity at Work. Administrative Science Quarterly, 50(3), 367–403. https://doi.org/10.2189/asqu.2005.50.3.367 DOI: https://doi.org/10.2189/asqu.2005.50.3.367

Bridgstock, R. (2011). Skills for Creative Industries Graduate Success. Education + Training, 53(1), 9–26. https://doi.org/10.1108/00400911111102333 DOI: https://doi.org/10.1108/00400911111102333

Brosnan, K. (2024). The Challenges of Identity Work: Developing Ricoeurian Narrative Identity in Organisations. Ephemera: Theory and Politics in Organization, 24(1/2), 1–25.

Collings, D. G., and Mellahi, K. (2009). Strategic Talent Management: A Review and Research Agenda. Human Resource Management Review, 19(4), 304–313. https://doi.org/10.1016/j.hrmr.2009.04.001 DOI: https://doi.org/10.1016/j.hrmr.2009.04.001

Deci, E. L., Koestner, R., and Ryan, R. M. (1999). Meta-Analytic Review of Experiments Examining the Effects of Extrinsic Rewards on Intrinsic Motivation. Psychological Bulletin, 125(6), 627–668. https://doi.org/10.1037/0033-2909.125.6.627 DOI: https://doi.org/10.1037/0033-2909.125.6.627

DeFillippi, R., Grabher, G., and Jones, C. (2007). Introduction to Paradoxes of Creativity: Managerial and Organizational Challenges in the Cultural Economy. Journal of Organizational Behavior, 28(5), 511–521. https://doi.org/10.1002/job.466 DOI: https://doi.org/10.1002/job.466

Eisenhardt, K. M. (1989). Building Theories from Case Study Research. Academy of Management Review, 14(4), 532–550. https://doi.org/10.5465/amr.1989.4308385 DOI: https://doi.org/10.2307/258557

Florida, R. (2002). The Economic Geography of Talent. Annals of the Association of American Geographers, 92(4), 743–755. https://doi.org/10.1111/1467-8306.00314 DOI: https://doi.org/10.1111/1467-8306.00314

Gallardo-Gallardo, E., Thunnissen, M., and Scullion, H. (2020). Talent Management: Context Matters. International Journal of Human Resource Management, 31(4), 457–473. https://doi.org/10.1080/09585192.2019.1642645 DOI: https://doi.org/10.1080/09585192.2019.1642645

Ibarra, H., and Lineback, K. (2010). Identity as Narrative: Prevalence, Effectiveness, and Consequences of Narrative Identity Work in Macro Work Role Transitions. Academy of Management Review, 35(1), 135–154. https://doi.org/10.5465/amr.35.1.zok135 DOI: https://doi.org/10.5465/amr.35.1.zok135

Joseph, M., et al. (2017). Human Resource Management Practices and Organizational Commitment: A Comprehensive Review (2001–2016). Prabandhan: Indian Journal of Management, 10(9), 34–52. https://doi.org/10.17010/pijom/2017/v10i10/118810 DOI: https://doi.org/10.17010/pijom/2017/v10i10/118810

Lampel, J., Lant, T., and Shamsie, J. (2000). Balancing Act: Learning from Organizing Practices in Cultural Industries. Organization Science, 11(3), 263–269. https://doi.org/10.1287/orsc.11.3.263.12503 DOI: https://doi.org/10.1287/orsc.11.3.263.12503

Meisiek, S., and Hatch, M. J. (2014). Not Only Art's Task—Narrating Bridges Between Unusual Experiences with Art and Organizational Identity. Scandinavian Journal of Management, 30(2), 194–204. https://doi.org/10.1016/j.scaman.2013.11.001 DOI: https://doi.org/10.1016/j.scaman.2013.11.001

Meyer, J. P., and Allen, N. J. (1991). A Three-Component Conceptualization of Organizational Commitment. Human Resource Management Review, 1(1), 61–89. https://doi.org/10.1016/1053-4822(91)90011-Z DOI: https://doi.org/10.1016/1053-4822(91)90011-Z

Meyer, J. P., Stanley, D. J., Herscovitch, L., and Topolnytsky, L. (2002). Affective, Continuance, and Normative Commitment to the Organization. Journal of Vocational Behavior, 61(1), 20–52. https://doi.org/10.1006/jvbe.2001.1842 DOI: https://doi.org/10.1006/jvbe.2001.1842

Opara, S., and Waheduzzaman, W. (2025). The Universal, Contingency or Configurational HRM Approaches for Organizational Performance: Lessons from Australian Performing Arts. Personnel Review. https://doi.org/10.1177/23970022241231538 DOI: https://doi.org/10.1177/23970022241231538

Ravasi, D., and Canato, S. (2013). How Do I Know Who You Think You are? A Review of Research Methods on Organizational Identity. International Journal of Management Reviews, 15(2), 185–204. https://doi.org/10.1111/ijmr.12008 DOI: https://doi.org/10.1111/ijmr.12008

Ryan, R. M., and Deci, E. L. (2000). Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions. Contemporary Educational Psychology, 25(1), 54–67. https://doi.org/10.1006/ceps.1999.1020 DOI: https://doi.org/10.1006/ceps.1999.1020

Strachan, G., and Burgess, J. (2024). Strategic Human Resource Management for Sustainability in Creative Industries: Review and Framework. World Journal of Advanced Research and Reviews, 21(3), 123–145. https://doi.org/10.30574/wjarr.2024.21.3.0738 DOI: https://doi.org/10.30574/wjarr.2024.21.3.0738

Sugiono, A., et al. (2025). Empowering Talent: How Talent Management, Thriving at Work, and Employee Voice Reduce Turnover Intention. Cogent Business and Management, 12(1). https://doi.org/10.1080/23311975.2025.2596429 DOI: https://doi.org/10.1080/23311975.2025.2596429

Thite, M. (2025). Talent Management: A Review and Research Agenda. Journal of Global Mobility. https://doi.org/10.1002/joe.70008 DOI: https://doi.org/10.1002/joe.70008

Throsby, D. (2008). Modelling the Cultural Industries. International Journal of Cultural Policy, 14(3), 217–232. https://doi.org/10.1080/10286630802281772 DOI: https://doi.org/10.1080/10286630802281772

Thunnissen, M., Boselie, P., and Fruytier, B. (2013). A Review of Talent Management: “Infancy or Adolescence?” International Journal of Human Resource Management, 24(9), 1744–1761. https://doi.org/10.1080/09585192.2013.777543 DOI: https://doi.org/10.1080/09585192.2013.777543

Tsui, A. S., et al. (2022). High-Commitment HRM, Organizational Engagement, and Deviant Workplace Behaviors: The Moderating Role of Person-Organization Fit. European Management Review. https://doi.org/10.1111/emre.12542 DOI: https://doi.org/10.1111/emre.12542

Downloads

Published

2026-03-28

How to Cite

Kaur, J., Middha, M., Sharma, G., Desai, P. P., S S, J., Choudhury, S. B., & Kalita, J. P. (2026). THE HUMAN CANVAS AND LITERARY ECHO: A STRATEGIC HR FRAMEWORK FOR NURTURING TALENT, ORGANIZATIONAL COMMITMENT, AND NARRATIVE IDENTITY IN THE VISUAL ARTS SECTOR. ShodhKosh: Journal of Visual and Performing Arts, 7(2s), 356–362. https://doi.org/10.29121/shodhkosh.v7.i2s.2026.7274