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

Abstract

This paper compares the differences in talent management

Big Data and Predictive Analytics and Manufacturing Performance: Integrating Institutional Theory, Resource‐Based View and Big Data Culture

“…Firstly, our study is one of the few studies to integrate institutional theory, the RBV and the role of organizational culture in explaining the complex process of BDPA adoption. Prior to this study, previous scholars have integrated institutional theory and the RBV (Oliver, ; Tatoglu, Glaister and Demirbag, ; Zhang and Dhaliwal, ; Zheng et al ., ) and institutional theory and organizational culture (Kostova, Roth and Dacin, ; Liu et al ., ). Our study acts as the initial step and illustrates how these can be integrated to shed light on BDPA adoption, and explains how external pressures affect internal resource configuration to achieve BDPA adoption for enhanced manufacturing performance.…”

“…Oliver () argues that the RBV suggests that inimitability is a mobility barrier, but that institutional barriers focus on the extent to which resources are politically/culturally acceptable. Therefore, following this logic we can argue that institutional differences between different organizations impact all aspects of the organization's practices (Tatoglu, Glaister and Demirbag, ). Thus, by integrating these theories, we can explain how the organizational BDPA capability is built; and this capability is one of the antecedents of the cost performance and operational performance.…”

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

“…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).…”

HRM and performance—The role of talent management as a transmission mechanism in an emerging market context

“…There is little agreement on what constitutes a definable bundle, but these can be disaggregated into skill enhancing (training), motivation enhancing (rewards) and opportunity‐enhancing practices (work design) (Chuang, Jackson, & Jiang, ; Demirbag, Tatoglu, & Wilkinson, ; Jiang, Lepak, Hu, & Baer, ; Lepak, Liao, Chung, & Harden, ). This study uses the HRM practices employed in Tatoglu et al's () study of an emerging market context and includes training and development, recruitment and selection, performance appraisal, and workforce planning. Such bundles do not work in isolation but are part of a synergistic system combining internally while flexing to the external environment (Foss, Pedersen, Fosgaard, & Stea, ).…”

“…Scholarly interest in TM is increasing (Meyers & van Woerkom, ; Nijs, Gallardo‐Gallardo, Dries, & Sels, ; Tatoglu, Glaister, & Demirbag, ). Despite this, only one third of scholarly output is empirical in nature (Thunnissen, Boselie, & Fruytier, ) and research is lagging behind practice (Dries, ).…”