under the terms of the licence agreement, an individual user may print out a pdf of a single chapter of a title in oxford handbooks online for personal use (for details see privacy policy and legal notice). keywords: talent management, multinational corporations, integration-responsiveness framework, implementation, internalization, integration, hr function, talent management as practice ingmar björkman is a professor of international business and dean of aalto university school of business in finland. he has published in several prestigious academic journals including the journal of management studies, strategic management journal, journal of international business studies, journal of world business, organization studies, human resource management, and international journal of human resource management. her work has appeared in more than twenty-five international peer-reviewed journals and books, including the journal of international business studies, journal of management studies, human resource management, journal of world business, international business review, journal of managerial psychology, and international journal of human resource management, among others.
adam smale is a professor in the department of management and head of the human resource management research group at the university of vaasa in finland. her work has been published in the journal of international business studies, journal of management studies, human resource management, and journal of world business, among others. access to the complete content on oxford handbooks online requires a subscription or purchase. under the terms of the licence agreement, an individual user may print out a pdf of a single chapter of a title in oxford handbooks online for personal use (for details see privacy policy and legal notice).
tm is said to be critical to organizational success, being able to give a competitive edge through the identification, development and redeployment of talented employees. it seems to us, then, that it is necessary to explore the tm phenomenon via an examination of both the extant literature and an empirical investigation of organizational practice in china, asking âwhat is talent and what is tm? the study was undertaken in beijing, and the target companies were limited to mncs, for the following main reasons: mncs are the type of enterprise where tm is most likely to be found in china, as we have seen from the literature on the adoption of hrm in china (warner, 2008).
the aim of this paper is to highlight the importance of tm in new business realities and to propose areas of further research. the goal of the paper is to lay the foundations for future research while encouraging organizations to manage expatriation strategically in a talent-management perspective. talent management is in need of a theoretical foundation and empirical research at the level of the individual.
the focus of the chapter is on the practices used by multinational corporations (mncs) to manage employees defined as “talent.” we examine the content of this has motivated mncs to create talent management programs to develop and nurture their own future leaders (collings and mellahi, 2009; hawser, 2008; key words: global talent management, multinational companies, talent sourcing, employee development, talent assessment and employee retention. 1. introduction., best practices in global talent management within multinationals.
tm is more than hrm, leadership development initiatives or succession planning. it is the collective approach to recruiting, retaining and developing talent the paper shows that mncs transfer their talent management practices to china without many changes, focusing specifically on the development of talented findingsthe findings show that all groups assessed the necessity of gtm in mncs. the hr managers and hr researchers agreed on the areas of focus, . what is mnc in management? what does a talent management company do? what is international talent management? what are the 4 areas of talent management?
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