MNE translation of corporate talent management strategies to subsidiaries in emerging economies

Beamond, Maria; Farndale, Elaine; Härtel, C. E. J.

doi:10.1016/j.jwb.2016.01.002

Cited by 81 publications

(98 citation statements)

References 98 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In addition, Tatoglu, Glaister & Demirbag (2016) emphasized on the need for a sophisticated suite of HRM policies and practices that are also capable of developing the skills and competencies of global talent to cope with high rate of turnover in these talents. Accordingly, many studies asserted on the importance of balancing between efficiency and effectiveness of HRM practices to gain TMʼs benefits, especially in an economic recession and changing environment (Beamond et al, 2016;McNulty & De Cieri, 2016;Collings, Scullion & Vaiman 2015;Sparrow & Makram, 2015;Gallardo-Gallardo et al, 2013;Thunnissen et al, 2013;Rani & Joshi, 2012).…”

Section: Discussionmentioning

confidence: 99%

“…Therefore, talented employees represent the key asset to handle today and future's competitive world, especially in emerging economies (Beamond, Farndale & Hä rtel, 2016). Thus, if organizations want to grow and keep a profitable and sustainable competitive edge, they need to have human resources that come up with innovative and creative projects (Altinoz et al, 2013).…”

Section: The Effect Of Hrma On Tmmentioning

confidence: 99%

See 1 more Smart Citation

The Relationship between Human Resource Management Ambidexterity and Talent Management: The Moderating Role of Electronic Human Resource Management

Alkerdawy¹

2016

IBR

View full text Add to dashboard Cite

This study investigates the moderating role of electronic human resource management (e-HRM) in the relationship between human resource management ambidexterity (HRMA) and talent management (TM) using data collected from 430 managers working in 10 international banks in Egypt. e-HRM was found to be an important moderator of the relationship between HRMA and TM. The more dependence on e-HRM in executing human resource policies in banks, the greater influence of HRMA on TM. The results referred also a positive and significant influence of both HRMA and e-HRM on TM. This study concludes by discussing managerial implications and the limitations should be addressed in future research.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: The Effect Of Hrma On Tmmentioning

confidence: 99%

The Relationship between Human Resource Management Ambidexterity and Talent Management: The Moderating Role of Electronic Human Resource Management

Alkerdawy¹

2016

IBR

View full text Add to dashboard Cite

show abstract

“…Within emerging markets, institutional and cultural characteristics are key to understanding effects during CTM strategy translation (Beamond, Farndale, & Härtel, 2015). CTM strategy translation starts with strategy development in the home country at corporate headquarters and is then transferred to subsidiaries in host countries.…”

Section: Strategic Talent Management and Mnesmentioning

confidence: 99%

“…proposes focusing on a country's institutional rather than cultural characteristics to conceptualise country-level effects or organisational practices across countries. However, Beamond et al (2015) propose CTM strategy translation to emerging markets may require study of both institutional and complex cultural characteristics for an efficient translation of these strategies. They also argue that talent management is influenced by characteristics specific to each society (Cooke, Saini, & Wang, 2014), which then influence local responsiveness ).…”

Section: Strategic Talent Management and Mnesmentioning

confidence: 99%

“…Within the translation literature, the frame concept relates to categories of plots; when a new effect emerges within a frame, it provokes a response with changes or adjustments . This study uses the frame concept referring to local effects or environments that may affect the translation of CTM to emerging markets (Beamond, Farndale, & Härtel, 2015a).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Translation of corporate talent management strategies across subsidiaries in emerging economies

Beamond¹

View full text Add to dashboard Cite

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...

show abstract

The liability of mimicry: Implementing “global human resource management standards” in United States and Indian subsidiaries of a South Korean multinational enterprise

Chung

Brewster

Bozkurt

2020

Human Resource Management

View full text Add to dashboard Cite

There is increasing evidence that multinational enterprises (MNEs) from less dominant economies tend to mimic and disseminate human resource management (HRM) practices sourced from a dominant economy, usually the United States, to overcome their "liabilities of origin." However, our understanding of the specific challenges involved in the implementation of such practices by firms across different national and subsidiary contexts remains limited. Drawing on evidence from a case study of a South Korean MNE, we examine the extent to which, and ways in which, global HRM policies mimicking U.S. practices are implemented across its sales, manufacturing, and research and development subsidiaries in the United States and India. We find discernible differences in the implementation of the global policies both between the two host country sites and across the three function-specific subsidiaries in each country, identifying a range of national and subsidiary-specific factors that inform these variable implementation outcomes. In addition to legitimacy challenges related to the source, appropriateness, and process of transfer, we note a unique form of legitimacy challenge-"the liability of mimicry"-whereby local actors can challenge head office policies on the basis of a claim to superior expertise in the dominant practices, as a particular concern of MNEs from emerging economies.

show abstract

MNE translation of corporate talent management strategies to subsidiaries in emerging economies

Cited by 81 publications

References 98 publications

The Relationship between Human Resource Management Ambidexterity and Talent Management: The Moderating Role of Electronic Human Resource Management

The Relationship between Human Resource Management Ambidexterity and Talent Management: The Moderating Role of Electronic Human Resource Management

Translation of corporate talent management strategies across subsidiaries in emerging economies

The liability of mimicry: Implementing “global human resource management standards” in United States and Indian subsidiaries of a South Korean multinational enterprise

Contact Info

Product

Resources

About