How do MNCs establish their talent pools? Influences on individuals’ likelihood of being labeled as talent

Mäkelä, Kristiina; Björkman, Ingmar; Ehrnrooth, Mats

doi:10.1016/j.jwb.2009.09.020

Cited by 166 publications

(86 citation statements)

References 38 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…As our data shows, employee assessment is mostly found as a secondary theoretical framework; we found that it most often coincided with an RBV approach (e.g., Dries et al, 2012b), and was also often found in studies that dealt primarily with GTM issues (e.g., Mäkelä et al, 2010;McDonnell, Hickey & Gunnigle, 2011). Dries et al (2012b), in a study examining to which extent assessments of learning agility were able to predict being Studies approaching TM from an employee assessment angle typically aim to identify talent in a valid and reliable manner, advocating the use of standardized tools and methods for evaluating talent (Nijs et al, 2014).…”

Section: )supporting

confidence: 61%

Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis

Gallardo-Gallardo

Nijs

Dries

et al. 2015

Human Resource Management Review

205

227

View full text Add to dashboard Cite

This review adopts a phenomenon-driven approach in reviewing the talent management (TM) literature, applying methods derived from bibliometrics and content analysis to evaluate the state of the field and derive implications for research and practice unbiased towards a-priori assumptions of which frameworks or methods are most adequate. Based on analyses of publication volume, journals and their impact factors, most cited articles and authors, preferred methods, and represented countries, we assess whether TM should be approached as an embryonic, growth, or mature phenomenon, and examine dominant (i.e., resource-based view, international human resource management, employee assessment, and institutionalism) versus ‘alternative’ (i.e., knowledge management, career management, strength-based approach, and social exchange theory) theoretical frameworks. Our goal is to assist TM researchers in positioning their work more explicitly vis-à-vis current debates in the existing literature and encourage them to think about which approach best fits their research aims, questions, and designsPeer ReviewedPostprint (author’s final draft

show abstract

Section: )supporting

confidence: 61%

Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis

Gallardo-Gallardo

Nijs

Dries

et al. 2015

Human Resource Management Review

205

227

View full text Add to dashboard Cite

show abstract

“…Cultural, social and geographic barriers create inefficient global talent systems in MNEs (Minbaeva & Collings, 2013, Mäkelä et al, 2010 and, as employee behaviours mediate the link between TM and performance (Collings & Mellahi, 2009, Jiang et al, 2013, a tactical MNE approach will impact psychological contract congruence -employee expectations of TM practices and how they are experienced, and this in turn will impact the performance and reputation of the firm (Martin & Cerdin, 2014, Sonnenberg et al, 2014. According to Bowman and Hird (2014: 82), generic TM processes are not suitable for every organization as each has a unique context, thus proscribing limits to the explanatory power of RBV.…”

Section: Discussionmentioning

confidence: 99%

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

Tatoğlu

Glaister

Demirbağ

2016

Journal of World Business

101

View full text Add to dashboard Cite

show abstract

“…It is demonstrably clear that international assignees constitute only a fraction of a MNC's total global workforce, yet there has been relatively limited work regarding the HR management of local employees working for MNCs. Likewise, while there is merit in the work on global talent management (see e.g., Collings and Mellahi 2009;Mäkelä et al 2010), it can be similarly criticized. Dabic et al (2013) reached the same conclusion; that there needs to be a broader focus if the expatriate research area is to progress.…”

Section: Discussionmentioning

confidence: 99%

The Place of International Human Resource Management in International Business

Welch

Björkman

2014

Manag Int Rev

Self Cite

View full text Add to dashboard Cite

This article addresses the issue of whether International Human Resource Management (IHRM) is disconnected from other International Business (IB) studies. A content analysis was conducted of 383 articles published in five main international business journals used by IHRM scholars as outlets for their work over a 21 year time span. We classified the articles into two streams of IHRM research: international assignment management and what we term MNC-related research. These streams were found to be given almost equal research attention, developing in tandem across the time period examined. A thematic analysis of articles within each stream facilitated the identification of areas receiving the most research concentration, those with partial attention, and topics yet to be explored. A third stream of articles we designated as non-empirical allowed consideration of theoretical developments within the field. This assessment demonstrates how IHRM is developing a stronger connection with more general IB research.

show abstract

How do MNCs establish their talent pools? Influences on individuals’ likelihood of being labeled as talent

Cited by 166 publications

References 38 publications

Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis

Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

The Place of International Human Resource Management in International Business

Contact Info

Product

Resources

About