Global Sourcing of Talent: Implications for the U.S. Workforce

Foulkes, Fred K.; Vachani, Sushil; Zaslow, Jennifer

doi:10.1057/9781403983596_15

Cited by 5 publications

(4 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This has consequences for multinational enterprises, which are challenged as it is by the need to formulate offshoring strategies to effectively align their resources with opportunities (Foulkes et al, 2005). It also has implications for the workforce in home and host countries (Foulkes et al, 2006;Mann, 2005).…”

Section: Resultsmentioning

confidence: 99%

“…The most enterprising multinational enterprises are poised to reach into the bottom of the pyramid, which comprises the poorest third of the world's population, to benefit these people as well as multinationals' shareholders (Prahalad, 2005;Prahalad and Hammond, 2002). Some multinational enterprises have developed innovative programs to address their needs by aggregating demand, extending reach, cutting costs, and developing markets and opportunities where none seem to exist (Jain and Vachani, 2006). Their effectiveness depends on factors ranging from the nature of global institutions to the interactions between multinationals, governments and NGOs.…”

Section: Ngo Relationsmentioning

confidence: 99%

See 1 more Smart Citation

Introduction

Vachani¹

2006

Transformations in Global Governance

Self Cite

View full text Add to dashboard Cite

The world of multinational enterprises is changing dramatically. Their complex and dynamic international context presents them with special challenges, threatening their survival on one hand, and presenting them with unprecedented opportunities on the other. Global governance, which affects the way business is conducted, is undergoing significant transformation, and multinationals' ability to rely on traditional sources of competitive advantage is at risk. The changes in global governance affecting multinationals' strategies, and their impact on society, stem from a number of factors. One principal factor is the formation and evolution of intergovernmental organizations, such as the World Trade Organization (WTO), and various agreements pertaining to trade, environment, labor, competition or investment. Another, equally important, factor is the rise of non-governmental organizations (NGOs), which have a significant impact on strategies of multinational enterprises, governments and intergovernmental organizations (Doh and Teegen, 2003; Teegen et al., 2004; Vachani and Smith, 2004). Both are integral to the process of globalization. GLOBALIZATION Globalization implies intercontinental interconnectedness among people, companies, governments, NGOs, and society in general. It is manifested in relatively large and unfettered flows of trade, capital, technology, ideas and people. 1 Globalization creates benefits and pressures of different kinds for a number of stakeholders, and has changed the role of governments, intergovernmental organizations and NGOs in global governance. Multinationals are affected by these transformations, but also contribute to them. Globalization is not a recent phenomenon. During the first era of globalization, between 1870 and 1914, countries were increasingly linked by trade, investment and migration (World Bank, 2002). Between 1914 and 1945, with two world wars and the great depression, nationalism rose and

show abstract

Section: Resultsmentioning

confidence: 99%

Section: Ngo Relationsmentioning

confidence: 99%

Introduction

Vachani¹

2006

Transformations in Global Governance

Self Cite

View full text Add to dashboard Cite

show abstract

“…Of course with the growth of the Internet and global telecommunications, many jobs can now be done overseas (Foulkes, Vachani, & Zaslow, 2006), perhaps many more than we thought. For example, Princeton economist and former Vice-Chairman of the Federal Reserve Alan Blinder recently completed an exhaustive study of this phenomenon (Wessel & Davis, 2007).…”

Section: Globalizationmentioning

confidence: 95%

To prosper, organizational psychology should… bridge application and scholarship

Cascio

2008

J Organ Behavior

View full text Add to dashboard Cite

SummaryAcademics and practitioners differ on so many dimensions that researchers have described them as living in different ''thought worlds.'' That gap persists, and there are important explanations for it, but a confluence of economic and organizational forces is driving academics and practitioners toward each other. To date, much of the effort by academics to reach out to practitioners has focused on the diffusion of scientific knowledge, not its creation. This paper explores several promising strategies for improving both the bidirectional diffusion of knowledge as well as its creation. It argues that for genuine change to occur, it is necessary to modify academic reward systems and to promote much closer collaboration between academics and practitioners.

show abstract

“…Others will be gargantuan in size, scope, and complexity. In this fast-paced, Downloaded by [Queensland University of Technology] at 05:04 02 November 2014 global environment, staffing challenges, among other management issues, loom large, as Foulkes, Vachani, and Zaslow (2006) noted:…”

Section: It's About Speedmentioning

confidence: 99%

3 Staffing Twenty‐first‐century Organizations

Cascio¹,

Aguinis

2008

The Academy of Management Annals

View full text Add to dashboard Cite

We highlight important differences between twenty-first-century organizations as compared with those of the previous century, and offer a critical review of the basic principles, typical applications, general effectiveness, and limitations of the current staffing model. That model focuses on identifying and measuring job-related individual characteristics to predict individuallevel job performance. We conclude that the current staffing model has reached a ceiling or plateau in terms of its ability to make accurate predictions about future performance. Evidence accumulated over more than 80 years of staffing research suggests that general mental abilities and other traditional staffing tools do a modest job of predicting performance across settings and jobs considering that, even when combined and corrected for methodological and statistical artifacts, they rarely predict more than 50% of the variance in

show abstract

Global Sourcing of Talent: Implications for the U.S. Workforce

Cited by 5 publications

References 4 publications

Introduction

Introduction

To prosper, organizational psychology should… bridge application and scholarship

3 Staffing Twenty‐first‐century Organizations

Contact Info

Product

Resources

About