Social media at the intersection of HRM and TM: mapping convergences, divergences and future directions

Purpose As social media (SM) has evolved from an exclusive digital tool supporting selective talent agendas to an integrated practice embedded in broader human resource (HR) processes, its adoption in talent management (TM) and human resource management (HRM) has developed with both overlapping and diverging emphases. This critical review maps convergences and divergences between the two fields and identifies research gaps and future directions. Design/methodology/approach We conducted a systematic review of SM research in HRM and TM using the theory–context–characteristics–method (TCCM) framework and synthesized findings through cross-domain comparison along the TCCM dimensions. Findings The review reveals convergence in theoretical grounding, contextualization and methodological rigor, while highlighting differences in how SM is characterized and utilized. TM retains a strong focus on exclusivity, employer branding and talent attraction, often adopting a predominantly positive stance. In contrast, HRM research addresses broader and more inclusive organizational agendas, with ethical, privacy and fairness concerns more explicitly considered. Originality/value This critical review examines how HRM and TM have evolved in parallel yet distinct ways in their treatment of SM. By systematically comparing both streams, it clarifies areas of convergence and divergence and outlines how maintaining a productive tension between the two fields can foster cross-fertilization and support a more holistic understanding of SM in human capital management.