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Purpose: Our purpose is to identify challenges of talent management in the young generation of transition economies, based on a study of employee and employer obligations as elements of anticipatory psychological contracts (APC). We aim to analyze how APC differ between transitional and non-transitional countries and also if there are differences between transitional countries. Design/methodology/approach: We used a quantitative research design and conducted a survey using the PC Inventory among business students in Poland and Slovenia and the UK (as a control group). Findings: We found that APC in transitional countries differ significantly from the control group, with Polish and Slovenian APCs being more transactional and less relational than in the UK. Also, there are several differences between Poland and Slovenia, suggesting that CEE transitional countries cannot be considered a single region in this respect. Practical implications: We identified challenges related to talent management in transitional countries based on APC characteristics and proposed several ways in which employers and educators could help to build more realistic expectations and thus helping young talents with their transition from education to labor market. By increasing the understanding of APC employers can improve their talent management practices for the young talents. Originality/value: Our study offers unique insights into APC of the young generation in transitional countries, with regard to both employee and employer obligations. The three types of APC were studied along with particular dimensions of APC. We linked talent management to the APC characteristics. Based on our results, we propose that socioeconomic context as well as national culture should be considered as antecedents of APC formation and given more attention in both psychological contract and talent management research.
Abstract:The promotion of international staff mobility is a founding principle of the 'Bologna Process', designed to create a converged system of higher education across Europe as it is subjected to increasing globalisation. Many UK 'new' (ie post-1992) universities are engaged in the development of internationalisation and globalisation strategies which include staff exchange. Meanwhile, the failure to execute strategy is increasingly acknowledged as a major problem in organisational performance. Using a first-, second and third-person Insider Action Research (AR) approach, six chronological cycles of AR were enacted over a 28 month period in order to organise and implement an international staff exchange between universities in the UK and France. Data generated were subjected to a double process of analysis -four phase analysis and a meta-cycle of enquiry -in order to propose aspects of strategy execution through strategic entrepreneurship within the constraints of a post-1992 university business school in the UK. Concepts from the theoretical literature in three domains -entrepreneurship in higher education, globalisation of higher education and strategy execution through strategic entrepreneurship -are combined with the research analysis to propose that 'strategic entrepreneurs' can execute the riskier elements of an internationalisation strategy, such as staff exchange. This work broadens AR from education into strategic management. It goes beyond the common, well-intentioned and yet vague statements involving the 'encouragement' of international staff exchange to propose the elements of execution through strategic entrepreneurship.
The skills and talents of a design professional are not necessarily the skills and talents that will help them succeed with a startup business. Many “entrepreneur designers” could do with some help from professionals who can help them see the “big picture.” When designer entrepreneurs fall in love with their designs, the perfect can become the enemy of the good.
and a fellow of the UK Higher Education Academy. She entered academia after a 15 year international career in blue-chip companies. Her research interests are in the areas of strategic entrepreneurship, internationalisation and mobility. Her research has been presented at the annual conferences of the British Academy of Management, British Universities Transatlantic Exchange Association, the UK Higher Education Academy and the European Association of International Education as well as at the Research Institute of Economics & Business Administration at Kyungpook National University (South Korea) and the 1st China-CEE conference on Cross-Cultural Dialogue, Education and Learning at the Confucian Institute of the University of Ljubljana in Slovenia. She has published articles in peer-reviewed journals. Dr. Rose Quan is a Principal Lecturer in Strategic Management & International Business at Newcastle Business School, Northumbria Unviersity, UK., holding a Doctor of Business Administration (DBA) and MBA. She has conducted consultancy for several British and Chinese SMEs ((Mainland China, Taiwan and Hong Kong). Rose is the partnership leader for China. She is a member of the British Academy of Management (BAM) and Academy of International Business (AIB). Her publications include peer reviewed journal articles and conference papers, as well as book chapters. Her research interests include internationalization of SMEs; Inward and Outward FDI from emerging markets; Multi-cultural management in JVS; and Industrial Strategic Management.
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