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sed talents, and knowledge-based enterprises’ management towards various elements is actually the management towards high-quality talents, that is, knowledge-based workers, management of knowledge-based workers is the key factor that affects the success of knowledge-based enterprises (Swart and Kinnie, 2003). In this report, it reviewed relevant literature of talent management in knowledge-based enterprises and conducted a critical analysis on the relevant literature to bring forward directions for future research.

References
Alvesson, M. (2001). Knowledge work: ambiguity, image and identity. Human Relations, 54(7), 863-888.
Chugh, S. and Bhatnagar, J. (2006). Talent management as high performance work practice: emerging strategic HRM dimension. Management and Labour Studies, 8(31), 228 - 253.
Crescenzi, R. (2012). Knowledge-intensive entrepreneurship and innovation systems. J. Econ. Geogr., 3(12), 569 - 572.
Grey, C. and Sturdy, A. (2009). Historicising knowledge-intensive organizations: The case of Bletchley Park. Management & Organizational History, 3(4), 131 - 150.
Lewis, R. E. and Heckman, R. J. (2006). Talent management: a critical review. Human Resource Management Review, 16, 139-154.
Schoemaker, M. and Jonker, J. (2005). Managing intangible assets: an essay on organizing contemporary organization based upon identity, competencies and networks. The Journal of Management Development, 24(5/6), 506-518.
Swart, J. and Kinnie, N. (2003). Sharing knowledge in knowledge-intensive firms. Human Resource Management Journal, 13(2), 60-75.
Vaiman, V and Vance, C. M. (2008). Smart talent management: building knowledge asserts for competitive advantage. Edward Elgar Publishing Ltd.

Bibliography
Alvesson, M. (2004). Knowledge work and knowledge-intensive firms. Oxford University Press.

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