The purpose of this research is to critically examine the literature on global leadership competencies and behaviors, and present an integrative global leadership framework. For the literature review, we examined 14 global leadership competency models and 11 indigenous studies on effective leader and manager behaviors in various countries published between 1995 and 2016. We adopted Yukl's effective leader behavior framework, which identified four meta-categories (i.e., task, change, relation, and external conditions) and 15 specific behaviors within each category (e.g., planning, scheduling, monitoring, and problem-solving for the task-orientation). By reviewing the competency models, we found five research themes: intercultural, interpersonal, global, change and vision, and personal traits and values, which included ethics and openness/flexibility. Finally, we proposed a conceptual framework based on our review which demonstrates core dimensions, competencies, and behaviors of effective global leaders.

This integrative literature review examines the links between corporate social responsibility (CSR) and human resources (HR). We review and closely examine three bodies of literature that discuss the CSR-HR link: (a) the CSR literature, (b) the human resource management (HRM) literature, and (c) the human resource development (HRD) literature. Our review suggests that although CSR and HR are closely interrelated, there is currently a lack of developmental perspectives underlying the CSR-HR link. Thus, based on our review of theoretical and empirical research, we point to four main areas in which HRD may play an important role in promoting CSR in organizations, including leadership development, education and training, culture change, and fostering critical reflection. Our findings underline the increasing relevance of CSR to the field of HR including HRM and HRD, and provide implications for HRD research and practice, along with recommendations for future research.

This study aimed to explore human resource development (HRD) research themes by investigating the relationships among keywords in articles published in the four primary HRD journals between 2010 and 2017. We identified 29 core keywords and then explored the characteristics of these keywords within a keyword network structure. For example, leadership and leadership development were identified as dominant keywords in HRD research. Furthermore, our analysis revealed four cohesive subgroups (i.e., factions) and identified keywords that played "central connector" roles and "boundary spanner" roles, within each subgroup. Specifically, subgroup 1 consisted of keywords connected to leadership and leadership development. Subgroup 2 included keywords related to traditional HRD practices and organizational outcomes, such as training and development and engagement, respectively. Subgroup 3 mostly consisted of keywords pertinent to critical HRD, such as gender and diversity. Subgroup 4 included other emerging keywords including virtual HRD. Through this study, HRD scholars and practitioners may better understand the roles of influential keywords, and their interrelationships among key research themes in HRD research. K E Y W O R D S HRD research themes, HRD research trends, human resource development, keyword network analysis

PurposeThe purpose of this paper is to provide a critical review of the literature on talent management (TM) and highlight the potential downsides of exclusive TM approaches and workforce differentiation.Design/methodology/approachA literature review of 32 theoretical and empirical studies published in peer-reviewed scholarly journals in the field of TM was conducted.FindingsThe review resulted in four overarching themes that highlight the dysfunctional aspects of exclusive TM approaches and workforce differentiation: (a) organizational justice, (b) ethics, (c) internal competition and (d) workplace diversity. Based on the four themes, the authors present a conceptual model that includes a feedback loop for reevaluating and improving on existing TM processes. Several research questions and propositions are also presented for consideration in future TM research.Research limitations/implicationsThis paper highlights the need for more empirical studies and statistically rigorous evidence to demonstrate and justify the effectiveness of TM.Practical implicationsThe authors suggest that the locus of TM practices should be shifted from managing individual job competencies to managing organizational capabilities.Originality/valueThis review illuminates the need to reevaluate existing TM approaches and minimize TM's potential downsides for long-term organizational health and competitiveness.

Purpose This study aims to examine the role of human resource development (HRD) in corporate social responsibility (CSR) and sustainability initiatives of multinational companies (MNCs). Design/methodology/approach The authors analyze contents of corporate responsibility (CR) reports disclosed by 23 MNCs from Europe, Asia and North America to examine HRD’s contribution to CSR and sustainability, with particular attention to long-term human development and organization development. Findings The analysis of CR reports indicates that HRD is perceived as playing a role in the following areas: diversity, equity and inclusion; community engagement; work–life balance; employee long-term growth and development; performance management; business ethics and ethical culture; and raising CSR awareness. In all areas, HRD was identified as playing a significant role in supporting companies’ CSR agendas. Originality/value This study extends research on the intersection of HR, CSR and sustainability and provides evidence of HRD’s important contributions to CSR and sustainability.