How global careers unfold in practice: Evidence from international project work

Developing international social capital: The role of communities of practice and clustering

“…In line with this, the idea of "the firm as a community of practice" (CoP) (Buckley and Carter, 2002) is especially relevant. Welch and Welch (2015) look at the concept of CoP from an international human resource management point of view and acknowledge that it contributes to building global career capital. Other authors such as Raab et al (2014), Buckley and Carter (2004) or Noorderhaven and Harzing (2009) study how knowledge sharing or combination that takes place within MNCs.…”

“…Although the concept of CoP is not new (Lave and Wenger, 1991;Brown andDuguid, 1991, Wenger et al, 2002) not many authors have worked on it from an international business point of view, and when they have done it (see Welch and Welch, 2015;Raab et al, 2014, Buckley andCarter, 2004;Noorderhaven and Harzing, 2009;Haghirian, 2006) the approach taken has been intra-organizational, i.e. among units of the same MNC.…”

A Review of Empirical Research on Global Talent Management

“…The most researched topic among the themes is success factors for and challenges to global talent management. Twelve out of the 21 studies have investigated challenges to and critical success factors of global talent management (see Cole, 2011; Farndale et al, 2014; Furusawa & Brewster, 2015; Garavan, 2012; Latukha, 2015; McNulty & De Cieri, 2016; Preece et al, 2013; Sidani & Al Ariss, 2014; Sparrow et al, 2013; Walk et al, 2013; D. Welch & Welch, 2015; Woollard, 2010).…”

“…Welch & Welch, 2015; Woollard, 2010). Studies looking at challenges and success factors to global talent management identify challenges, such as huge financial costs in the management of talents in the global arena, high rate of turnover (Woollard, 2010), cultural differences (Walk et al, 2013), corporate culture that favours individualization (Farndale et al, 2014), global talent knowledge transfer problems (Welch & Welch, 2015), localization difficulties (Latukha, 2015; Sidani & Al Ariss, 2014), balancing economic legitimacy with legal legitimacy (Sidani & Al Ariss, 2014), designing global talent management programmes for the management of bicultural people (Furusawa & Brewster, 2015), cultural and interactional adjustment problems of expatriate spouses (e.g., Cole, 2011), challenges of setting up the regional headquarters, legitimacy and contribution issues relating to the role of the regional headquarters, specific regional talent management matters and centralization versus decentralization within the region (Preece et al, 2013), difficulties in selecting a more suitable global talent management approach (i.e., inclusive approach or exclusive approach) to adopt and the impact of business models on global talent management (the level of centralization or decentralization; Sparrow et al, 2013). These challenges are mainly firm-level problems.…”

“…Aforementioned findings of the review indicate that the major challenges confronting global talent management mainly include financial costs, high rate of turnover, problems with cultural differences of global talents, cultural and interactional adjustment problems of expatriate spouses, the culture of the organization itself, localization difficulties, global talent knowledge transfer problems, difficulties associated with balancing economic legitimacy with legal legitimacy, the degree of centralization versus decentralization of MNCs’ business mode and challenges in selecting an appropriate global talent management approach. It is, however, important to note that most (eight papers) of the studies looking at global talent management challenges and success factors adopted the qualitative method (e.g., McNulty & De Cieri, 2016; D. Welch & Welch, 2015; Woollard, 2010) and require further empirical studies based on multiple data sources to facilitate their generalization.…”