Management and Organization

Linstead, Stephen; Fulop, Liz; Lilley, Simon

doi:10.1007/978-1-349-92292-5

Cited by 62 publications

(49 citation statements)

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“…Thus, particularly in AE-SME contexts -which do not have the economic and organisational resource and infrastructure of MNCs -it may be possible to postulate a tendency towards processes of acculturation and re-acculturisation leading to forms of inpatriate cultural 'oscillation'. This echoes some of the observations and insights provided by more critical management strands of the literature which point up the flexibility, ambiguity and complexity of identities at play in contemporary organisational contexts (Linstead, Lilley and Fulop, 2009;Stacey, 2010;Shaw 2010;Stokes, 2011). These ever-fluid environmental factors cause, in turn, challenges for the identity of inpatriates.…”

supporting

confidence: 57%

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Stokes

Liu

Smith

et al. 2015

The International Journal of Human Resource Management

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The HR practices involved in global talent management continue to advance and evolve. A majority of talent management commentary is from multinational corporation (MNC) perspectives. However, the less commented small-to-medium sized enterprise (SME) also confronts challenges grounded in economic (i.e. resources, finance), organisational (i.e. size, scope and structure) and consequent behavioral rationales (i.e. mindsets and stances). This paper establishes and examines a number of propositions which consider how these factors impact on an advanced economy SME's talent management in emerging economy collaborations.An interpretive qualitative methodology is employed using interviews conducted within two cases -SME and an MNC comparator case. The SME case is used as the driving force of the paper and its theoretical focus and findings. The MNC is used to develop issues as a comparator case. The findings show SME economic and organisational drivers producing behavioral dynamics in relation to mimesis of planned actions yet informal serendipitous responses in reality; a predilection for the proximate and familiar; design configurations of short-term expatriate visits and inpatriates; cumulating in on-going inpatriate acculturisation and re-acculturation oscillation. Consequently, the implication is that the SME needs a HR practices encompassing resignation to the situation, flexibility and resilience in order to survive and progress.Keywords: HR practices, talent management, SME, inpatriates, acculturisation. 1 IntroductionHuman Resource (HR) practices around talent management -the recruitment, selection and retention of national and international talent by organizations -has attracted considerable scholarly attention (Collings, Scullion and Morley, 2007;Farndale, Scullion and Sparrow, 2010;Minbaeva and Collings, 2013). This work has focused primarily on HR practices in multinational corporation (MNC) contexts. This propensity is perhaps to be anticipated since MNCs possess complex multi-faceted infrastructures, expansive international operations, and, large marketing budgets which require (and can afford) the development of planned talent management systems.In contrast, by definition, small to medium-sized enterprises (SMEs), frequently lack the scale, scope, resources and international experience of MNCs. In essence, while SMEs may compete in segments of MNC markets, the 'world' of SMEs in terms of inter alia: decisionmaking, investment choices, culture and daily running of the firm -often led by family owner-directors and linked with a community rooted to a specific geographical locality -are all substantively different to MNCs. In response to SME proclivities, a substantive body of writing has been generated (Voordeckers, Van Gils and Van de Heuvel, 2007;Nieto, Santamaria, Fernandez, 2013;Lewis, 2015;Wang and Liu, 2015).Nevertheless, HR practices for talent recruitment and management in SMEs, and in particular as SMEs expand into international strategic partnerships, have been considerably less researched.Given t...

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supporting

confidence: 57%

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Stokes

Liu

Smith

et al. 2015

The International Journal of Human Resource Management

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“…In 1999 a successful "International Critical Management Studies Conference" was held at Manchester University in the UK, and has been followed by a series of well attended conferences at Manchester University In addition to innumerable scholarly articles and books, there are an increasing number of management textbooks written from a critical perspective (Stewart Clegg, 2008;Fulop & Linstead, 1999;Grey & Willmott, 2005;Linstead, Fulop, & Lilley, 2004;Mills, Helms Mills, Bratton, & Foreshaw, 2006;Mills et al, 2005).…”

Section: What Is Critical Management Studies?mentioning

confidence: 97%

New division profile: Critical management studies

2007

Can J Adm Sci

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“…Communication skills have been ranked highly in many studies of Western management KSAs (Acar, Guo, & Saxton, 2007;American Institute of Certified Public Accountants, 2009;Ellis, 2008;Gillard & Price, 2005). With advances in technology, diversity, and globalization, it has become increasingly important for managers to be able to communicate effectively (Linstead, Fulop, & Lilley, 2004).…”

Section: Knowledge Skills and Abilities (Ksas) Required For Success mentioning

confidence: 99%