Talent Management and HRM in Multinational companies in Beijing: Definitions, differences and drivers

Iles, Paul; Chuai, Xin; Preece, David
April 2010
Journal of World Business;Apr2010, Vol. 45 Issue 2, p179
Academic Journal
Abstract: Talent Management (TM) has attracted increasing attention from academics and practitioners in recent years, but there are many gaps and omissions left for further theoretical and empirical development. One line of debate has been whether TM is merely a re-packaging of what already exists, not being distinct from traditional HRM practices or disciplines. The paper has three main components: (i) a review of how �Talent� and TM has been conceptualised in the literature and the outline of a framework we have derived therefrom which identifies four main perspectives on TM: exclusive-people; exclusive-position; inclusive-people; social capital; (ii) the presentation and analysis of our research findings relating to TM perspectives and practices in seven multinational corporations (MNCs) in Beijing; (iii) a concluding discussion which compares and contrasts our findings with the extant literature and our framework. Six of the companies had adopted �exclusive� perspectives, seeing TM as �integrated, selective� HRM. For some, this involved an �exclusive-people� focus on certain groups of �high-performing� or �high-potential� people, whilst for others it meant an �exclusive-position� focus on certain �key� positions in the organization. Just one organization had adopted an �inclusive-people� approach. Two of the companies emphasized �organizationally focussed competence development�, concentrating upon smooth talent flows and development, and moving towards a �social capital� perspective which took cognizance of networks, contexts and relationships as well as human capital. The implications of our findings for research and practice are outlined.


Related Articles

  • Does your culture support or sabotage your strategy? Yemm, Graham // Management Services;Spring2006, Vol. 50 Issue 1, p34 

    This article discusses how a corporate culture can support or sabotage a business strategy. The capacity of an organization to execute its strategy depends on its hard infrastructure, its organisation structure and systems, and on its soft infrastructure, its culture and norms. An effective...

  • How do MNCs establish their talent pools? Influences on individuals� likelihood of being labeled as talent. M�kel�, Kristiina; Bj�rkman, Ingmar; Ehrnrooth, Mats // Journal of World Business;Apr2010, Vol. 45 Issue 2, p134 

    Abstract: Addressing the research question of what influences the likelihood of an individual being labeled as �talent� in MNCs, this paper seeks to understand the decision processes involved in the identification of MNC-internal talent. We develop a framework suggesting that the...

  • The role of the corporate HR function in global talent management. Farndale, Elaine; Scullion, Hugh; Sparrow, Paul // Journal of World Business;Apr2010, Vol. 45 Issue 2, p161 

    Abstract: We currently know little of the role of the corporate human resource (HR) function in multinational corporations regarding global talent management (GTM). GTM is explored here from two perspectives: increasing global competition for talent, and new forms of international mobility. The...

  • MULTINATIONAL ENTERPRISES -- ORGANIZATIONAL CULTURE VS. NATIONAL CULTURE. SCHEFFKNECHT, SABINE // International Journal of Management Cases;Dec2011, Vol. 13 Issue 4, p73 

    Multinational enterprises are the engine of the world's economy. Reason enough to focus exactly on this kind of organizations within this paper. Analyzing multinational enterprises it has to be recognized that such an organization is in fact not one homogenous company but most often a...

  • An Examination of Salient Factors Affecting Expatriate Culture Shock. Sims, Robert H.; Schraeder, Mike // Journal of Business & Management;Spring2004, Vol. 10 Issue 1, p73 

    Organizations are faced with numerous challenges as they attempt to remain competitive in an expanding global economy. One of the challenges that these organizations face as they expand into global markets is the successful transfer or placement of U.S. workers (i.e., expatriates) into foreign...

  • Need to know. Hills, Jan // Personnel Today;8/5/2008, p32 

    The article presents information on strengths and weaknesses of company culture in achieving business strategy. It is stated that the values, beliefs and purpose of the company will determine what its culture is and determine factors like norms of acceptable behaviour, reasons for rewarding...

  • Measuring and Managing Corporate Culture. Bookbinder, Stephen // Human Resource Planning;1984, Vol. 7 Issue 1, p47 

    This article defines corporate culture and its vital role in human resource planning. It presents a five-step plan for identifying an organization's culture.

  • Advances and Challenges in Human Resource Management in the New Millennium. Chiavenato, Idalberto // Public Personnel Management;Spring2001, Vol. 30 Issue 1, p17 

    Discusses the challenges and advances in human resource management. Topics including the change from an industrial to an information age, from financial to intellectual capital, and from specialization to multitasking; Issues including the philosophy of action, the transformation from staff...

  • Four Tricks for Creating a Winning Corporate Culture. Daly, Jack // American Fastener Journal;Jul/Aug2014, Vol. 30 Issue 4, p16 

    The article discusses four tips to have a winning corporate culture. Topics covered include the need for recognizing accomplishments of workers as well as offering free lunch to employees once in a while. Also mentioned is the advantages of setting the first day of work of new employees on a...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics