Talent management in Spanish medium-sized organisations

Valverde, Mireia; Scullion, Hugh; Ryan, Gerard

doi:10.1080/09585192.2013.777545

Cited by 90 publications

(83 citation statements)

References 35 publications

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“…These more structured practices appear antithetical to the familial, centralised and collective nature of business in Turkey (Gurbuz & Mert, 2011, Sayım, 2010, Wasti, 1998. Family firms also tend to have fewer promotion opportunities (Valverde et al, 2013). The emphasis on seniority within Turkish firms suggests a career path that is based upon length of tenure within the organization.…”

Section: Discussionmentioning

confidence: 99%

“…Further, Dries (2013a:273) suggests that "scholarly peer-reviewed literature is still lagging behind". Context specific research has recently focused on India and China (Hartmann et al, 2010, Teagarden et al, 2008, Illes et al, 2010, Budhwar, 2012, Cooke et al, 2014, Chadee and Raman, 2012, Oman (Sidani & Al Ariss, 2014), Vietnam (Kim et al, 2012), Spain (Valverde et al, 2013), Poland, (Skuza et al, 2013), France (Chabault et al, 2012) and Germany (Festing et al, 2013). However, despite these numerous studies, there remains a need to examine further the contextual nature of TM and the prevalence of diverse TM practices within organizations (Dries, 2013b, Dries, 2013a, Festing et al, 2013, Illes et al, 2010, Sidani & Al Ariss, 2014, and TM practices in emerging market economies (Cooke et al, 2014, Farndale et al, 2010.…”

Section: Talent Management Motives and Practices And Practices In An mentioning

confidence: 99%

“…Local firms tend not to possess the organizational flexibility to cater for more comprehensive TM systems (Hiltrop, 1999, Mohamed et al, 2012, Skuza et al, 2013. Family firms will have fewer promotion opportunities and smaller organizations will engage much less in TM overall (Festing et al, 2013, Valverde et al, 2013. Valverde et al (2013) suggest that collectivist cultures struggle with the individualistic and exclusive focus of TM programs.…”

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

confidence: 99%

“…Family firms will have fewer promotion opportunities and smaller organizations will engage much less in TM overall (Festing et al, 2013, Valverde et al, 2013. Valverde et al (2013) suggest that collectivist cultures struggle with the individualistic and exclusive focus of TM programs. This, combined with the confined geographic scope of local firms and the fact that Turkey is reported to have the lowest higher education attainment levels of all the OECD members (Lennard, 2014) suggests a greater focus on the use of cheaper, internally focused, TM practices, including networking, internal teams, formal career plans, project working and the use of crossdisciplinary teams.…”

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

confidence: 99%

“…These can be classified as work-based systems because of the distinct lack of HR intervention. These systems can be designed, managed and implemented by managers within the organization and will be perceived as requiring fewer resources (Valverde et al, 2013).…”

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

confidence: 99%

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Section: Discussionmentioning

confidence: 99%

Section: Talent Management Motives and Practices And Practices In An mentioning

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: H2 As Compared To Mne Subsidiaries In Turkey Local Turkishmentioning

confidence: 99%

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A quarter‐century review of HRM in small and medium‐sized enterprises: Capturing what we know, exploring where we need to go

Harney

Alkhalaf

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Despite the proliferation of HRM research, only a small fraction explores the context of small and medium‐sized enterprises (SMEs). Where HRM in SMEs has received attention, the literature base remains fragmented and variable, comprising a plurality of definitions, explanations, and methods. To advance understanding, this paper uses a quarter‐century systematic review drawing on an evidence base of 137 peer‐reviewed articles. A cumulative framework is presented capturing key developments and synthesizing existing areas of research focus. Analysis of limitations and knowledge‐gaps finds a failure to differentiate across various types of SMEs, limited appreciation of SME characteristics and contextual conditions, and a dominance of managerial perspectives. An agenda for future research on HRM in SMEs is outlined with respect to definitional parameters, HR practices, HRM–performance, key determinants, and presenting issues. The paper concludes that SMEs offer a unique, fruitful, and timely context for investigations of HRM.

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The role of perceived career prospects and international orientation in determining job satisfaction of MNE employees: A moderated mediation model

Cerdin

Sharma²,

Liao

2017

Thunderbird Intl Bus Rev

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In a multinational enterprise (MNE) that does not reveal to its employees whether they are included in the organization's talent pool, we explore how employees' perceptions regarding their inclusion or noninclusion in the pool affects their perceived career prospects (PCPs) in the organization and their job satisfaction (JS). Specifically, we hypothesize that MNE employees' self‐perception as talent relates positively to their PCP. We also predict that PCP mediates the relationship between talent perception and JS, and that this relationship is moderated by employees' cultural intelligence and internationalism career anchor. We find evidence of a strong relationship between the direct effects we predict. However, contrary to expectations, cultural intelligence does not moderate the relationship between PCP and JS. We discuss the implications of such findings and suggest areas for future research.

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Talent management in Spanish medium-sized organisations

Cited by 90 publications

References 35 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

A quarter‐century review of HRM in small and medium‐sized enterprises: Capturing what we know, exploring where we need to go

The role of perceived career prospects and international orientation in determining job satisfaction of MNE employees: A moderated mediation model

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