Background. Both talent management and innovativeness have received significant research attention recently. However, these two, were usually separately treated research fields. Thus, there is a need to explore conceptual links between them.
Research aims. The main aim of the paper is to present implications for talent management theory and practice on the basis of empirical, quantitative research results on relationships between organizational support and the level of innovativeness.
Method. The research is based on the survey among the owners or managers of higher organizational level. The research sample is composed of 250 Polish organizations that operated in Silesia.
Key findings. The number of innovations depends on the number of employees responsible for this type of activity. To some extent innovativeness depends on the formal plan or program directed towards innovations fostering, the percentage of yearly income or motivational activities targeted towards innovative and creative employees.

Background. Both talent management and innovativeness have received significant research attention recently. However, these two, were usually separately treated research fields. Thus, there is a need to explore conceptual links between them.
Research aims. The main aim of the paper is to present implications for talent management theory and practice on the basis of empirical, quantitative research results on relationships between organizational support and the level of innovativeness.
Method. The research is based on the survey among the owners or managers of higher organizational level. The research sample is composed of 250 Polish organizations that operated in Silesia.
Key findings. The number of innovations depends on the number of employees responsible for this type of activity. To some extent innovativeness depends on the formal plan or program directed towards innovations fostering, the percentage of yearly income or motivational activities targeted towards innovative and creative employees.