Redefining Chinese talent management in a new context: a talent value theory perspective

Abstract

The boundaries of talent management (TM) are shifting. However, there remains insufficient understanding of the impact of context and stakeholders within the conceptualisation of TM. Considerable confusion remains about how TM is conceived and defined in the Chinese context. Even less is known about how to reconceptualise Chinese TM in a changing new context. This review adopts a new theoretical lens of talent value to reconsider the current definitions of Chinese TM and presents a framework for re-examining the relationships between the components of Chinese TM. Integrating the findings of the academic and practical literature, this article proposes a model to identify key contextual factors of the new context to observe and analyse the impacts of contextual changes on the concept of Chinese TM. By reviewing the English and Chinese literature on TM in the Chinese context, we bridge the knowledge gap and provide non-Chinese readers with insights into the Chinese TM phenomenon and ways of conceptualisation that will be relevant to multinational firms operating in China and cross-country comparative studies.

Talent management practices for firms’ absorptive capacity in a host country: a study of the Chinese diaspora in Russia

“…Such a change requires a new managerial mindset as well innovative human resources and TM practices (Lewin and Zhong, 2013) such as diaspora engagement programs (Mielly et al , 2017). To fully benefit from the skilled migrants, it is necessary to understand the latter’s specific career capital characteristics, appreciating the heterogeneity of their cross-cultural values and networks (know whom), professional and cultural competences (know how) and motivations (know why) (Crowley-Henry and Al Ariss, 2018; Wang et al , 2022) where the role of TM can be clearly seen. A commonly accepted definition of TM is linked to understanding activities and processes that involve the systematic identification of key positions that differentially contribute to the organization’s sustainable competitive advantage, AC, the development of a talent pool of high-potential and high-performing incumbents to fill these roles and the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents and to ensure their continued commitment to the organization (Björkman et al , 2013; Gelens et al , 2013; Latukha et al , 2019).…”

“…Such intensive country-to-country cooperation may shed light on a specific mechanism to shape AC in emerging markets firms. Applying TM practices, the Chinese diaspora can provide special knowledge, skills, capabilities, relations and experience (Wang et al , 2022) that can serve as a base for acquisition, assimilation, exploitation and transformation.…”

“…Such intensive country-to-country cooperation may shed light on a specific mechanism to shape AC in emerging markets firms. Applying TM practices, the Chinese diaspora can provide Talent management practices special knowledge, skills, capabilities, relations and experience (Wang et al, 2022) that can serve as a base for acquisition, assimilation, exploitation and transformation. Fourth, we propose that the Chinese diaspora is more integrated in business activities in Russia as knowledge spillovers and knowledge sharing processes are highly dependent on collaboration power and the economic relationship between countries (Garha and Paparusso, 2018;Ge et al, 2019;Stoyanov et al, 2018).…”

Between market and mayor: talent management in Chinese private firms and the role of local governments

“…As an increasing number of governments are recalibrating their talent policies and programs with the national politico-economic climate, public sentiments and development needs, enterprises' TM strategy, policy and practice may be heavily underpinned by the local economic development strategy and plan. This is particularly the case in developmental states such as China (Knight 2014), where talent flow is a national strategic concern in the context of an increasing talent shortage (Cooke, Saini and Wang 2014) and where the state plays a significant role in shaping the TM concept, strategy, policy and practice at various levels, making the Chinese TM situation quite distinct from other societal contexts (Wang et al 2022).…”

“…This is particularly the case in developmental states such as China (Knight 2014), where talent flow is a national strategic concern in the context of an increasing talent shortage (Cooke, Saini and Wang 2014) and where the state plays a significant role in shaping the TM concept, strategy, policy and practice at various levels, making the Chinese TM situation quite distinct from other societal contexts (Wang et al. 2022).…”