Six principles of effective global talent management

Stahl, Günter K.; Björkman, Ingmar; Farndale, Elaine; Morris, Stephen; Paawe, Jaap; Stiles, Phikip; Trevor, Jonathan; Wright, Patrick

doi:10.1109/emr.2016.7559058

Cited by 211 publications

(331 citation statements)

References 14 publications

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Section: H2 As Compared To Mne Subsidiaries In Turkey Local Turkishmentioning

confidence: 99%

“…TM practices vary and it is impossible to define a clear bundle that will work in every context (Stahl et al, 2012, Tarique & Schuler, 2010, Fernandez-Araoz et al, 2011. Instead, TM should create a clear employee value proposition that is consistent with an explicit brand identity and focused on the long-term career development opportunities of their talent (Stahl et al, 2012). Diverse bundles of TM practices within an MNE context serve as 'acclimatization tools' and include career portfolio building, mechanisms that facilitate job rotation, as well as internal and external secondments, coaching, mentoring and leadership development programs (Meyers et al, 2013).…”

Section: H2 As Compared To Mne Subsidiaries In Turkey Local Turkishmentioning

confidence: 99%

“…As such their focus is not only to develop human capital but social, political and cognitive capital (Farndale et al, 2010). Losey et al (2005) consider the facilitation of social capital as an HRM activity and the TM systems in MNEs have to meet the motivations and expectations of global 'careerists' across different nationalities while at the same time achieving cultural consistency and strong norms and values that support their corporate strategies within diverse markets (Stahl et al, 2012). This suggests that TM in MNEs is becoming increasingly sophisticated with the need for new tools and metrics enabled through a developed HR function.…”

Section: H2 As Compared To Mne Subsidiaries In Turkey Local Turkishmentioning

confidence: 99%

“…MNEs depend on the development of global workers and international assignments accelerate the development of 'global careerists' and play a fundamental role in building social capital, exposing employees to corporate culture and aligning them to the goals of the organization (Bozkurt & Mohr, 2011a, Stahl et al, 2012. International assignments extend personal networks, enable the sharing of tacit knowledge and the development of an individual's cultural intelligence (Collings, 2014, Bücker, 2014.…”

Section: H4 Mne Subsidiaries In Turkey Will Make More Use Of Hrm-ledmentioning

confidence: 99%

“…According to Stahl et al (2012), MNEs who have successful TM systems integrate business planning and TM processes, they combine practices to complement other parts of the HRM system, they foster ownership for TM across the organization and they maintain consistent brand identity. Of particular note is their mention of the need to balance the local with the global but at the same time, ensure corporate cultural embeddedness.…”

Section: Talent Management Underpinning Theory and Hypothesis Develomentioning

confidence: 99%

See 4 more Smart Citations

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

Tatoğlu

Glaister

Demirbağ

2016

Journal of World Business

101

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Section: H2 As Compared To Mne Subsidiaries In Turkey Local Turkishmentioning

confidence: 99%

Section: H2 As Compared To Mne Subsidiaries In Turkey Local Turkishmentioning

confidence: 99%

Section: H2 As Compared To Mne Subsidiaries In Turkey Local Turkishmentioning

confidence: 99%

Section: H4 Mne Subsidiaries In Turkey Will Make More Use Of Hrm-ledmentioning

confidence: 99%

Section: Talent Management Underpinning Theory and Hypothesis Develomentioning

confidence: 99%

See 3 more Smart Citations

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

Tatoğlu

Glaister

Demirbağ

2016

Journal of World Business

101

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Key Account Management

Davies

2015

Wiley Encyclopedia of Management

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There is a numerous of literature on Key Account Management but there is a lack of empirical research supporting the literature, especially regarding the implementation process. This study investigates five companies according to how they manage their customer relationships with main focus on their key customers. The study is based on existing KAM literature and also involves additional factors; change management and global talent management. The purpose of the study is to investigate how KAM can be more successfully implemented in Swedish companies in IT and management industry.The study was conducted with a qualitative approach and the interviews were held with Top management at five Swedish IT and management companies in Växjö. The findings show new insights into KAM implementation; Change management and Global talent management were shown to have a direct effect on the success of an implementation, which the existing theory of KAM is not emphasizing. The result of the study is visualized in a model at the end of the study.

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A Qualitative Study on the Consequences of Intensive Working

Kirrane

Breen

O’Connor

2017

Human Resource Development Quarterly

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The nomological network of intensive working, or ‘workaholism’, is unclear. Taking a theoretically driven social constructivist approach, anchored in the field of human resource development (HRD), this study sought to explore how male intensive workers understand the consequences of their work patterns with respect to the experience of satisfaction and dissatisfaction in the work and nonwork domains. Deploying an interpretivist paradigm, data from 30 interviews were analyzed. These comprised 10 people who construed themselves as intensive workers, a coworker of each intensive worker, and 10 moderate workers. Each interview was analyzed using discourse analysis techniques. Intensive workers readily described the satisfaction they experienced from their work. Coworkers corroborated these accounts. Many experiences of dissatisfaction among intensive workers were readily offset against gains from intrinsic pleasure in the work or else rationalized. Data from coworkers suggested that intensive workers were both inspirational and troubling colleagues who unwittingly impaired their own career progress. Comparative data from moderate workers further illuminated the consequences of intensive work patterns. This study contributes to theories of intensive work by highlighting the variegated nature of the consequences of intensive working. Understanding how these work patterns are justified and maintained is a critical starting point to support HRD professionals in addressing the consequences that ensue. Such insights have implications for the design and development of organizational policies and procedures that have repercussions for workers’ lives.

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Six principles of effective global talent management

Cited by 211 publications

References 14 publications

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

Key Account Management

A Qualitative Study on the Consequences of Intensive Working

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