Global talent management: A life cycle view of the interaction between human and social capital

Crane, Bret; Hartwell, Christopher J.

doi:10.1016/j.jwb.2018.11.002

Cited by 60 publications

(57 citation statements)

References 95 publications

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“…Along these lines, the multinational corporation can be modeled as a multilingual community in which parent functional language and subunit functional languages are concurrently used and linked through an intracorporate communication network (Luo & Shenkar, 2006). Within such a network, there is interest Social networks in international business in modeling the ways in which human capital and social capital interact to affect employee development and knowledge transfer (Crane & Hartwell, 2019). Repatriates (i.e., people who return from foreign assignments to their domestic organizations), in particular, may be able to share valuable knowledge depending on managerial and organizational characteristics of the domestic organization (Oddou, Osland, & Blakeney, 2009).…”

Section: Conceptual and Theoretical Perspectivesmentioning

confidence: 99%

“…Inter-personal networks in international business Embeddedness E.g., Coviello (2006), Newburry and Yakova (2006), Batjargal (2007), Luo (2007), Luk et al (2008), Styles et al (2008), Zhou et al (2008), Chua et al (2009), Madhavan and Iriyama (2009), Su et al (2009), Ellis (2011), Laursen et al (2012), Sigfusson and Chetty (2013) and Chen and Shaffer (2017) Boundary spanning E.g., Ellis (2000), Au and Fukuda (2002), Xiao and Tsui (2007), Li et al (2009), Lu et al (2010), Su et al (2009), Johnson and Duxbury (2010), Musteen et al (2010), Barner-Rasmussen et al (2014), Gao et al (2014), Burt and Burzynska (2017) and Fitzsimmons et al (2017) Knowledge transfer E.g., Manev and Stevenson (2001) Conceptual and theoretical perspectives E.g., Money (1998), Griffith and Harvey (2004), Andersen (2006), Luo and Shenkar (2006), Oddou et al (2009), Nebus and Rufin (2010) and Crane and Hartwell (2019) Inter-subsidiary networks in international business Knowledge transfer and learning E.g., Björkman et al (2004), Dhanaraj et al (2004), Venaik et al (2005), Noorderhaven and Harzing (2009), Asakawa et al (2018) and…”

Section: Inter-personal Networkmentioning

confidence: 99%

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Making connections: Social networks in international business

et al. 2020

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Insights from social network research have generated significant advancements in disciplines such as sociology, economics, and psychology. In comparison, the incorporation of social network ideas into international business (IB) research remains more limited. The purpose of this special issue is to foster further research on social networks in IB. In our introductory essay, we provide a brief overview of network research in the IB domain to give a sense of some of the major ongoing themes and to illustrate how the social network approach can provide fresh insights and add substantive value to the field. To emphasize the considerable potential of using social network theories and ideas to advance research and understanding in IB, we also indicate some future directions. We follow these with a summary of the five articles in the special issue.

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Section: Conceptual and Theoretical Perspectivesmentioning

confidence: 99%

Section: Inter-personal Networkmentioning

confidence: 99%

Making connections: Social networks in international business

et al. 2020

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“…Таким образом, высококвалифицированные сотрудники классифицируются как люди, обладающие высоким уровнем человеческого капитала (индивидуального или специфичного для фирмы) [Becker, 1964]. В современной литературе по менеджменту таких сотрудников также называют талантами [Crane, Hartwell, 2019;Gallardo-Gallardo, Dries, González-Cruz, 2013]. Раздел, изучающий стратегии и практики управления талантами (talent management), рассматривает таланты как ценный ресурс, способный внести вклад в обретение конкурентных преимуществ и улучшение результатов деятельности организаций [Khilji, Tarique, Schuler, 2015;Tarique, Schuler, 2010].…”

Section: теоретическая основа исследования утечка умов: предпосылки unclassified

Factors of Migration Intentions of Talented Graduates from Leading Russian Universities

Shagalkina¹,

Latukha²,

Mitskevich³

et al. 2019

Russian Management Journal

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Миграция высококвалифицированных кадров из России, в том числе и выпускников российских вузов, продолжает возрастать, ставя под угрозу возможность устойчивого развития страны вследствие утечки человеческого капитала. В статье обсуждаются причины миграции талантливых выпускников и анализируются факторы, влияющие на их миграционные намерения. Исследование, проведенное с использованием логистической регрессионной модели, выявило, что характеристики отрасли, а также факторы, которые характеризуют восприятие выпускниками политической, социальной и экономической свободы и равенства в стране, близость с семьей, международный опыт и способность адаптации к различным культурам оказывают воздействие на формирование миграционных намерений. Определена потенциальная роль бизнеса в решении проблемы утечки человеческого капитала. В частности, показано, что применение практик управления талантливыми сотрудниками может выступать в качестве механизма удержания талантливых выпускников вузов не только в организации, но и в стране.

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“…Second, we make a theoretical contribution through the adoption of the human capital theory (HCT) and the Resource‐based view (RBV). Although previous research has suggested linking TM to HCT (Crane & Hartwell, ; Tarique & Schuler, ) and using the framework as a conceptual underpinning of TM (McDonnell, ). The theories appear not to have been applied as a dual interpretive framework for TM practices in international organisations.…”

Section: Introductionmentioning

confidence: 99%

The efficacy of talent management in international business: The case of European multinationals

Kabwe

Okorie

2019

Thunderbird Intl Bus Rev

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The focus of this study is on the efficacy of talent management (TM) practices to the performance and operations of international businesses. There are relatively limited dedicated studies on the value and effectiveness of TM as an identifiable international practice and its contribution to international business. Anecdotal research and consultants' reports have argued for an increase in the return on investment where TM practices are aligned with the business strategy. Conceptually, human capital theory is adopted to explain investment in high potentials in addition to the resource‐based view, which help explain the development of internal sources of competitive advantage, which are rare, inimitable, nonsubstitutable, and valuable. This article builds on knowledge by qualitatively examining managerial experiences of TM practices within 17 European internationally operating businesses with employees ranging from 800 to 200,000. An exploratory qualitative approach is adopted, with semistructured interviews as the main data collection tool. Findings accentuate the significance of developing the most valuable source of competitive advantage—people. We argue that, if TM is effectively implemented can result in the development of unique competences, which can ease the burdens of cross‐border business challenges and lead to sustainable competitive advantage.

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Global talent management: A life cycle view of the interaction between human and social capital

Cited by 60 publications

References 95 publications

Making connections: Social networks in international business

Making connections: Social networks in international business

Factors of Migration Intentions of Talented Graduates from Leading Russian Universities

The efficacy of talent management in international business: The case of European multinationals

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