Globalising the international mobility function: the role of emerging markets, flexibility and strategic delivery models

Sparrow, Paul

doi:10.1080/09585192.2012.668384

Cited by 36 publications

(33 citation statements)

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“…While much of the discourse within business and the academy is around the selection of 'global talent' (Tarique and Schuler, 2010;Schuler et al, 2011;Sparrow, 2012) there is, at the same time, an increased set of risks associated with the threats from insiders and the challenges in vetting and approving staff appointments within such a global setting (Warkentin and Willison, 2009;Minbaeva and Collings, 2013;Holdaway, 2014;Fischbacher-Smith, 2015). The advances in communications technologies, and the ability to store large volumes of data on relatively small devices, has also increased the scale of potential harm that insiders can cause.…”

Section: The Nature Of Globalisation? Elements Of a Debatementioning

confidence: 99%

Navigating the ‘dark waters of globalisation’: Global markets, inequalities and the spatial dynamics of risk

Fischbacher‐Smith

Smith

2015

Risk Manag

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The links between the processes of globalisation and the generation of risk have been brought into sharp focus as a function of a series of accidents and terrorist attacks on Western interests and their supply chains. The increasingly interconnected nature of organisations, the dependence of western economies on a set of global supply chains, the export of hazardous goods and services, and the recruitment of staff from a global recruitment pool, all generate the potential for new forms of hazard and require organisations to reconfigure and extend the capabilities of their control and monitoring systems. Our aim in this article is to review the challenges that globalisation processes can generate for organisational effectiveness and, in particular, on the performance of processes around risk management and the prevention of crises.

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Section: The Nature Of Globalisation? Elements Of a Debatementioning

confidence: 99%

Navigating the ‘dark waters of globalisation’: Global markets, inequalities and the spatial dynamics of risk

Fischbacher‐Smith

Smith

2015

Risk Manag

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“…The international business environment has witnessed changes such as shifts in the global landscape with the growth of emerging markets and shifts in the ways firms engage with each other, with a rise in strategic alliances, licensing and contracting, and growth of smaller, technology-oriented, flexible international firms alongside large multinationals (Mayerhofer, Hartmann, Michelitsch-Riedl, & Kollinger, 2004;Sparrow, 2012). It is appropriate to question whether traditional models of organizations and the HR function in international organizations are in need of new perspectives (Collings, Wood, & Caligiuri, 2015;Robinson-Easley, 2014;Tung, 2016), as well as whether the role of the corporate HR function will be diminished or strengthened in response to these changes (Collings, Scullion, & Morley, 2007;Sparrow, 2012). The field of IHRM still largely focuses on human resource management with an emphasis on developing the international expertise of a relatively small number of employees (e.g., through various types of international assignments) (Caligiuri & Bonache, 2016).…”

Section: Introductionmentioning

confidence: 99%

The benefits of global teams for international organizations: HR implications

Mockaitis

Zander

Cieri

2018

The International Journal of Human Resource Management

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In this special issue we aim to advance the theoretical, conceptual and empirical knowledge about the relationship between global teams and human resource management in international organizations. We argue that although the prevalence of global teams in international organizations is rapidly rising, simultaneously affecting the management of firms on global, regional and local levels, the response of firms and scholars alike to such changes has been slower, especially in the area of IHRM. The HR function in organizations could play a vital role in understanding, managing and leveraging the benefits of global teams to ensure that they contribute positively to the performance of firms, organizational units, and people. We demonstrate that there is still a disconnect in this respect and we highlight several areas in which the increasing use of global teams may challenge our conventional understanding of IHRM issues, and at the same time offer solutions for improvement in international organizations. The selected articles in this special issue provide both theoretical and practitioner implications by highlighting the need to explore the relationship between global teams and IHRM more generally and fully, as well as the need for HR practitioners and IHRM scholars to focus more on the 'human' and less on the 'resources' aspect. We trust that readers of this issue will agree that the articles all offer novel insights into key issues that open new avenues for further research in this nascent yet promising area.

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“…Global level talent management research identifies general emerging market issues for MNEs Collings, 2014;Kim & McLean, 2012;Sparrow, 2012;. Second, a few recent empirical studies examine mainly China and India Chadee & Raman, 2012;Cooke, Saini, & Wang, 2014;.…”

Section: Talent Management Research In Emerging Marketsmentioning

confidence: 99%

“…Local tacit knowledge difficult to replicate, differing from corporate knowledge transferred to those markets Skill shortages: (1) skilled expatriates or international management talent from MNE who need to manage in culturally complex and geographically distant countries, and (2) shortage of home-grown talent in emerging markets Sparrow 2012; Strong competition between MNEs and local players for the available talent Retention of knowledge workers and managers Sparrow 2012; The fast growth of emerging markets Companies need to link TM more closely to diversity management, multicultural workforce, and female employees The growing importance of emerging markets as one of the main factors currently influencing decision making in talent management The Western-talent management theory applied in emerging markets How far, too, are CTM strategies shaped by those differences -e.g. when diversity differs among regions, and when the largest number of staff required is in provincial areas?…”

Section: General Issues In Emerging Markets Articlementioning

confidence: 99%

“…First, global CTM strategy involves focusing on particular geographic regions or emerging markets (e.g., London & Hart, 2004;Narayanan & Fahey, 2005;Sparrow, 2012;Wright et al, 2005) because of their significant growth of foreign direct investment (FDI). In 2012, emerging markets secured more FDI than developed countries for the first time and generated almost one third of global FDI outflows (UNCTAD, 2013).…”

Section: Emerging Marketsmentioning

confidence: 99%

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Translation of corporate talent management strategies across subsidiaries in emerging economies

Beamond¹

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The rise of emerging markets in the global economy has compelled researchers to investigate methods of effectively translating corporate talent management (CTM) strategies to subsidiaries of multinational enterprises (MNEs) located in these markets. The duality between global integration and local responsiveness challenges multinational firms and generates barriers to the successful transfer of CTM practices. These barriers are embedded in corporate and subsidiary institutional environments and in the national and organisational culture of the host-country. Although scholars and practitioners have recognised the strategic importance of translating corporate practices to subsidiaries in these markets, there is scarce research on the translation of talent management strategies to emerging markets. This thesis focuses on how multinationals translate CTM strategies to their emerging market subsidiaries; a cross-disciplinary and multilevel approach is used to investigate.This thesis advances the notion that institutional theory, the resource-based view, and the strategic choice view are useful approaches to examine the process of translating CTM strategies to emerging markets, but also delves further into the institutional and cultural factors that influence transfer success at corporate and subsidiary levels in both metropolitan and provincial areas.Analysing the phenomena through the lens of strategic talent management sheds further light on how leaders of multinationals make choices about translating CTM strategies to gain competitive advantage. The thesis also attempts to identify the key organisational agents or decision-makers that transfer CTM strategies to a local context and the key frames that affect translation in emerging markets. It then proposes that strategic choices are subject to predetermined mind-sets and institutional environments that may shape managerial beliefs on action choices. This thesis includes three essays. As a theoretical point of departure for future study, the first essay develops a heuristic framework discussing the relevant theories and suggesting propositions.Within the talent management literature, this essay, as an introduction to the thesis, assesses the translation, talent management, and emerging markets literatures. The second essay is an empirical single case study of a worldwide corporation with large investments in the emerging markets of Latin America. By drawing on the framework, through the strategic choice theory, this essay examines the balance between the decision-making processes of key agents in reaction to corporate strategies surrounding the talent required for organisational sustainability and the institutional 3 effects of the host country. This study highlights three decision making groups at corporate and subsidiary levels -including in metropolitan and provincial regions -and key frames that affect the decision-making translation of CTM strategies in emerging markets. The third essay is an empirical study that extends the theme of the decision-makin...

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Globalising the international mobility function: the role of emerging markets, flexibility and strategic delivery models

Cited by 36 publications

References 50 publications

Navigating the ‘dark waters of globalisation’: Global markets, inequalities and the spatial dynamics of risk

Navigating the ‘dark waters of globalisation’: Global markets, inequalities and the spatial dynamics of risk

The benefits of global teams for international organizations: HR implications

Translation of corporate talent management strategies across subsidiaries in emerging economies

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