| Summary: | The author reflects on the seven key myths of global talent management (GTM) identified and discussed by Minbaeva and Collings (2013), which form the main data complemented by a review of related literature. The aim is to offer critiques and alternative viewpoints toward minimizing the influence of the myths on GTM. Employing the constructive alternativism analytical tool, the myths were revisited towards minimizing the negative impacts of TM in multinational corporations. The study has succeeded in improving the talent definitions, added to the limited academic research on the concept, and minimized their potential of weakening GTM. The study raises the issue of diversity and inclusion in talent management, another myth, which was overlooked by the authors. The study contributes fresh literature to the current state of (G)TM and, also, offers practical implications that TM should not be considered as a fully-developed and universally accepted concept but should be approached on a firm- or industry-specific basis according to corporate talent needs and resources. It is suggested that further investigations should be conducted into the fit between the select-few concept and the diversity and inclusion initiative in (G)TM.
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