Towards liminality competence: a migrant's talent identity narratives for re-imagining global talent management

Abstract

PurposeThe purpose of this paper is to answer two research questions: How does a self-initiated migrant (SiM)'s talent identity work operate in relation to their culture, the societies in which they live, their interpersonal relationships and their tacit knowledge development? and how can global talent management be re-imagined in light of this?Design/methodology/approachThis co-constructed autoethnography is produced from reflexive, dyadic interviews and text “conversations” with an SiM doing “global talent identity work” and uses narrative analysis to investigate how liminal competence is developed across the life cycle.FindingsThis study shows how talent identity work is rooted in the lived, meaningful experiences of individual talent, from childhood to adult life in a pandemic. The authors add to knowledge about COVID-19 experiences of SiMs, uncover poignant examples of the role of migrant ethnic and knowledge discrimination and identify lessons for managerial practice in engendering liminality competence by combining global talent management and knowledge management.Practical implicationsLessons are drawn for global talent management strategies that appreciate and support individual talent ethnic and knowledge inclusion of underappreciated migrant talent.Originality/valueExamining the connection between talent identity work and liminality competence, the authors show how an individual's talent might be wasted through different forms of discrimination and highlight how ethnic discrimination during a pandemic points the way to positive changes in talent knowledge management initiatives. This study suggests ways in which ethnic and knowledge discrimination might be addressed through talent management strategies.

Talent development: a driver for strategic flexibility, innovativeness and financial performance

“…Previous research suggests that employees may represent a basic pillar for the development of innovativeness and strategic flexibility (Katou, 2021). More specifically, talent development allows employees to bring new knowledge and experience into organizations (Chen et al, 2021) making them more stable in the face of environmental dynamism, more flexible and more innovative. However, research on talent development remains fragmented and an under-developed area, without a strong theoretical foundation (Swailes, 2020;Collings et al, 2018).…”

Sea ferry travel: the tourists’ liminal experience on the ferry

“…Alternatively, tourists avoid interaction with the liminal community by sleeping, playing games, listening to music with headphones and other self-segregated behaviors (“I have social phobia, listening to music with headphones can make me feel less embarrassed”). Tourists demonstrate a different sense of liminality owing to individual differences, which were defined as liminal competence in previous studies (Chen et al , 2021).…”

“…While the liminal identity is the self-reflection of tourists by perceiving interpersonal and intrapersonal authenticity, social interaction or mutual gaze strengthens tourists’ self-identification, including the acquisition of passenger identity, self-reinforcement as a tourist and perceived stigma. This multiplicity of identity, embedding and disembedding from a social role, allows tourists to perceive the uncertainty of being on the ferry and being with others, which leads individuals to implement different liminal strategies (Chen et al , 2021).…”

Covid-19 Pandemisi Sırasında Stratejik Yönetim Literatüründe Neler Söylendi?

“…By relating to the "organized" part of VRIO analysis developed by Barney (1995), it can be said that managerial competencies are critical for success, especially in crises that are highly volatile in their nature. In this sense, topics like stakeholder management including philanthropy, CSR, external communication, variety of stakeholders like migrants governments, civil society organizations (Al-Mansour and Al-Ajmi, 2020; He and Harris, 2020;Arslan, et al, 2021;Boeing and Wang, 2021;Bogomoletc and Lee, 2021;Chen, Liu, et al, 2021;Hammerschmidt, et al, 2021;He, et al, 2021;Kwok, et al, 2021;Lee and Li, 2021;Nayal, et al, 2021;Yen, et al, 2021) knowledge management (Iacuzzi, et al, 2020;Edghiem, et al, 2020;Ammirato, et al, 2020;Yigitcanlar, et al, 2021;Bratianu and Bejinaru, 2021;Saide and Sheng, 2021;Mariano, 2021;Klein and Todesco, 2021;Chen, Tansley and Chou, 2021;Azyabi, 2021), crisis management Hughes, et al, 2020;Kraus, et al, 2020;Moorkamp, et al, 2020;Lai and Wong, 2020;Alves, et al, 2020;Fasth, et al, 2021;Cullen and Murphy, 2021), governance (Kim, 2020;Ansell, et al, 2020;Sharma, Borah, and Moses, 2021;Abbas et al, 2021;Verbeke and Yuan, 2021), digitalization management (Anderson, 2020;Pūraitė, et al, 2020;Li, et al, 2020;…”