Inclusion at Societal Fault Lines: Aboriginal Peoples of Australia

Härtel, Charmine E. J.; Appo, Dennis; Hart, Bill

doi:10.1002/9781118764282.ch19

Cited by 3 publications

(1 citation statement)

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“…Demands from indigenous groups in Latin America are often consequential, particularly when these groups are marginalized by their respective governments (D'Amato Herrera, 2013; Davila & Elvira, 2012b). For example, MNEs often experience land ownership disputes with indigenous and community populations ( comuneros ) in Peru, needing to balance this against obtaining a social license to operate (Härtel, Appo, & Hart, 2013; Muradian, Martinez-Alier, & Correa, 2003; Nelsen, 2009). Receiving societies thus may perceive corporate strategies as foreign and try to defy translation (Boxenbaum, 2006).…”

Section: Frames: Translation and Talent Managementmentioning

confidence: 99%

Frames and Actors: Translating Talent Management Strategy to Latin America

2019

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Multinational enterprises (MNEs) transfer their corporate strategies to subsidiaries globally, and in so doing, embark on a translation process. Despite the prevalence of MNEs and their investments in emerging economies, little is known about how local factors affect key actors when translating corporate talent management (CTM) strategies to these regions. This study draws from the translation and talent management literatures to explore the travel of ideas in the context of CTM. Relevant frames (narratives that emerge around actions) and actors are proposed and explored empirically in a qualitative study of 76 employees across an Australian mining MNE with subsidiaries located in Latin America. The findings support extant literature as well as uncovering new frames (categorized in external or corporate, and internal or local) and actors (including non-managerial) as part of the translation process. The findings suggest the need to balance talent management strategies between corporate and subsidiaries by being aware of internal and external frames including in both urban and rural locations. This understanding provides further clarification of the global versus local paradox faced by MNEs. Implications for future research and practice are discussed.

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Section: Frames: Translation and Talent Managementmentioning

confidence: 99%

Frames and Actors: Translating Talent Management Strategy to Latin America

2019

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Indigenous Management Styles

Härtel

2015

International Encyclopedia of the Social &Amp; Behavioral Sciences

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Inclusive unionism: Strategies for retaining idealism in the Service Employees International Union

2018

Journal of Industrial Relations

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Unions in general, and American unions in particular, have not always been beacons of progressivism-many have historically focused on relatively narrow economic interests and job control (Barbash, 1984; Kochan, Katz, & McKersie, 1986; Perlman, 1966). Early commentators observed that the American labor movement "has never been profoundly ideological, nor has it provided a particularly easy entry to a political career" (Bok & Dunlop, 1970: 55). But unions have once again become associated with social justice as recent efforts to revitalize have involved allying with community groups and anti-poverty organizations and incorporated social movement strategies (Clawson, 2003; Fantasia & Voss, 2004; Fantasia & Stepan-Norris, 2004). This has drawn into American unions, whose staff have historically been socially conservative and focused on 'bread-and-butter' issues (Barbash, 1967; 1984), new staff who associate union work fundamentally with social change and social justice (Rooks, 2004; Fantasia & Voss, 2004). Observations of the progressive reforms that have galvanized American unions have emphasized that professional staff in these unions led the radical innovations that have successfully revitalized these organizations and the labor movement (Fantasia & Voss, 2004; Milkman & Voss, 2004; Milkman, 2004; Rooks, 2004). Despite the vast amount of scholarship covering the progressive turn in unions in the US and in Europe (Clawson, 2003, Heery, Kelly,

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Inclusion at Societal Fault Lines: Aboriginal Peoples of Australia

Cited by 3 publications

References 11 publications

Frames and Actors: Translating Talent Management Strategy to Latin America

Frames and Actors: Translating Talent Management Strategy to Latin America

Indigenous Management Styles

Inclusive unionism: Strategies for retaining idealism in the Service Employees International Union

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