The Role of Talent Management Practices in Strengthening Leadership Pipeline and Supporting Long-term Organizational Performance in Vietnamese FMCG Organizations
Ananta Kumar Kar *
Digital Maritime and Supply Chain, Indian Institute of Technology, Madras, India.
Đinh Thảo Nguyên
Center for International Education, University of Economics, The University of Danang, Vietnam.
*Author to whom correspondence should be addressed.
Abstract
Background: Talent management has become a strategic priority for organisations seeking to develop capable employees, ensure leadership continuity, and sustain long-term performance. These concerns are particularly relevant to Vietnam’s fast-moving consumer goods sector, where intense competition and workforce volatility increase the need for integrated talent identification, development, and retention practices.
Research Objectives: This study examined the relationships among talent identification, talent development, talent retention, leadership pipeline strength, leadership continuity, and long-term organisational performance in Vietnamese fast-moving consumer goods (FMCG) organisations.
Study Design: This study used an explanatory quantitative cross-sectional survey design.
Place and Duration of Study: The study was conducted in FMCG companies in Northern, Central, and Southern Vietnam from April to May 2026.
Methodology: Data were collected from 151 employees of FMCG organisations in Vietnam using a structured questionnaire based on validated instruments and a five-point Likert scale. The proposed conceptual model was analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) in SmartPLS, including measurement model assessment, structural model assessment, and mediation analysis.
Results: Talent Development was the strongest predictor of Leadership Pipeline Strength, with a beta coefficient of 0.520 and a P value of < .001, followed by Talent Identification (β = 0.349, P < .001); Talent Retention did not significantly predict Leadership Pipeline Strength (β = 0.048, P = .539). Leadership Pipeline Strength significantly predicted Leadership Continuity (β = 0.775, P < .001) and Long-term Organizational Performance (β = 0.756, P < .001), and significantly mediated the effects of Talent Identification and Talent Development on both outcomes. Overall, the model accounted for 67% of the variance in Leadership Pipeline Strength. Given the cross-sectional, self-reported data, these results reflect statistical associations rather than causal effects.
Conclusion: This study contributes to the talent management literature by developing and testing an integrated theoretical framework based on the Resource-Based View, Human Capital Theory, and Succession Planning Theory. The findings demonstrate the strategic importance of leadership succession strength in transforming talent management practices into sustainable organisational capabilities and provide evidence-based recommendations for HR managers and organisational leaders to prioritise talent development, strengthen talent identification systems, and integrate succession planning into long-term human resource strategies.
Keywords: Talent management, talent identification, talent development, talent retention, leadership pipeline strength, leadership continuity, succession planning, long-term organisational performance, human capital