This research was conducted to examine the definition of 'talent' in the field of Human Resource Management through a systematic review of 349 articles. Findings reveal that despite the importance of talent management, there is no single, consensual definition, and existing definitions are multidimensional, context-dependent, and sometimes contradictory. Content analysis showed that talent is defined through three main approaches: innate (30% of articles), acquired (20%), and hybrid (50%), with the latter approach being particularly dominant in articles published after 2020. Regarding scope, definitions are categorized into two groups: exclusive (focusing on the top 10-20% of the workforce, in 60% of articles) and inclusive (developing all employees, in 40% of articles). The innovation of this study lies in identifying a paradigmatic shift: apparent contradictions in definitions are not a weakness, but rather indicate the evolution of the talent concept from a fixed individual trait to a dynamic relational capital that is shaped at the intersection of three layers: organizational strategic needs (strategic level), economic justification of human capital (value level), and the design of talent management systems (operational level). This integrated perspective explains why 70% of talent definitions in the past five years have shifted towards ecosystemic and organization-centric models, emphasizing that sustainable competitive advantage stems less from attracting elites and more from an organization's ability to create dynamic, living talent-building systems. This insight reveals the necessity to shift the focus from seeking a universal definition towards designing dynamic, internal definition-making processes.