Our relationship is hanging by a thread: the intrinsic demotivation of talents in developing economies and their reluctance to quit

Purpose This study aims to contribute to the talent management literature by addressing an important yet relatively under-researched issue: talent demotivation, an active process in which an individual’s intrinsic motivation diminishes over time. Specifically, we explore why talents become intrinsically demotivated and why, despite this, they choose to stay with their organization. We draw on self-determination theory (SDT) to provide answers to these critical questions. Design/methodology/approach We used a multiple-case study approach involving in-depth, semi-structured interviews with 40 participants, including talents, managers, HR personnel and co-workers from three large high-tech companies in Iran. We conducted a qualitative analysis using theory-driven and data-driven coding, supported by MAXQDA software, to ensure a rigorous and iterative data analysis process. Findings The research identifies several key demotivating factors, including a lack of authority, feelings of humiliation and unfulfilled psychological needs related to autonomy, competence and relatedness. Additionally, it introduces two new psychological needs: positive value creation and a constructive ambience. Despite the prevalence of demotivating factors, many talents chose to stay due to extrinsic motivational factors such as competitive compensation, alignment with societal expectations and professional networking opportunities. Originality/value This study contributes to the literature by examining the demotivation process of talents as a subtle phenomenon rather than solely focusing on retention strategies. It extends SDT into a developing economy context, accounting for specific socio-cultural factors and introducing two new psychological needs that are particularly important for talents. The findings provide valuable insights to help improve talent-management practices within similar contexts.