Leveraging Talent Mobility For Sustainable Competitiveness: A Strategic Framework For Enterprise Development In The Digital Age

Abstract

In the era of globalization and digital transformation, building sustainable enterprise competitiveness requires more than technological innovation, it demands strategic management of human capital. Talent mobility is the cross-functional and cross-regional movement of skilled professionals has emerged as a critical mechanism for sustaining innovation, adaptability, and organizational learning.This study explores the dual role of talent mobility in fostering sustainable competitiveness. On one hand, it enables knowledge diffusion, promotes cross-disciplinary innovation, and strengthens dynamic capabilities. On the other hand, it introduces challenges such as knowledge fragmentation, dependency on core individuals, and organizational instability. Drawing on theories of dynamic capabilities and knowledge-based strategy, this study develops a conceptual framework illustrating how talent mobility contributes to long-term enterprise value creation.Recommendations include designing institutionalized knowledge systems, building cross-functional learning ecosystems, and implementing inclusive career development strategies to enhance employee retention and resilience. By aligning talent strategies with sustainability goals, organizations can move from reactive HR models to proactive systems that reinforce organizational adaptability and inclusive growth.
This paper positions talent mobility not merely as a resource allocation tool, but as a leverage for achieving enterprise sustainability in volatile environments. It contributes to the discourse on sustainable organizational development and offers practical implications for HRM and innovation leadership in the digital economy.