Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-848d4c4894-x5gtn Total loading time: 0 Render date: 2024-05-19T07:36:23.482Z Has data issue: false hasContentIssue false

1 - Introduction: challenges for the field of strategic talent management

Published online by Cambridge University Press:  05 July 2014

By
Paul Sparrow ,
Hugh Scullion  and
Ibraiz Tarique
Edited by
Paul Sparrow ,
Hugh Scullion  and
Ibraiz Tarique
Paul Sparrow
Affiliation:
Lancaster University
Hugh Scullion
Affiliation:
National University of Ireland, Galway
Ibraiz Tarique
Affiliation:
Pace University, New York
Paul Sparrow
Affiliation:
Lancaster University
Hugh Scullion
Affiliation:
National University of Ireland, Galway
Ibraiz Tarique
Affiliation:
Pace University, New York
Get access

Summary

Introduction: why this book?

The origins of this book can be traced back to a symposium held in Chicago at the 2009 US Academy of Management on the topic of Global Talent Management: Understanding the Contours of the Field and the Challenges for HRM. A group of academics from the UK, the United States, Ireland, Finland, the Netherlands, and Australia got together to explore what they felt were the emerging challenges in this field, which was in the infancy stage of development. Under the umbrella term of global human resource management (GHRM), they identified the need to understand an increasingly wide range of challenges, including a changing set of academic contours that were being placed around their field, and a range of innovations in practice. Their historical interest in how organizations exported talented expatriates around the world had been taken over by the need to look at multiple resourcing options – organizations were now combining the use of assignments with efforts to localize management across new global operations. They were capitalizing on international commuters and business travel, short-term assignments, international projects, knowledge management exchanges, building centers of expertise, moving people from countries or regions into these centers and then exporting them back out again, using passive recruitment to pick up potential talent in globalized labor markets or global cities, and attracting skilled migrants. In short, they were trying to build skills and capabilities around the world. They might not be managing these multiple ways of moving talent and their insight around the world very strategically, but by default this was what they were doing. Who knows how to solve these sorts of problems? Were the new contours of talent management making it a branch of knowledge management, global leadership, and international human resource management (IHRM) strategy, we asked?

Type
Chapter
Information
Strategic Talent Management
Contemporary Issues in International Context
 , pp. 3 - 35
Publisher: Cambridge University Press
Print publication year: 2014

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

American Productivity and Quality Center (2004). Talent Management: From Competencies To Organizational Performance. Final report. Houston, TE: American Productivity and Quality Center.Google Scholar
Avendon, M. J. and Scholes, G. (2010). Building competitive advantage through integrated talent management. In Silzer, R. and Dowell, B. E. (eds.) Strategy-driven Talent Management: a Leadership Imperative. San Franciscio, CA: Jossey-Bass–Society for Industrial and Organizational Psychology, pp. 73–122.Google Scholar
Avolio, B. J. and Gardner, W. L. (2005). Authentic leadership development: getting to the root of positive forms of leadership. Leadership Quarterly, 16, 315–38.CrossRefGoogle Scholar
Becker, B. E., Huselid, M. A., and Beatty, R. W. (2009). The Differentiated Workforce : Transforming Talent into Strategic Impact. Boston, MA: Harvard Business Press.Google Scholar
Black, J. S., Morrison, A. J., and Gregerson, H. B. (2000). Global Explorers: The Next Generation of Leaders. New York, NY: Routledge.Google Scholar
Brown, M. E. and Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17, 595–616.CrossRefGoogle Scholar
Cappelli, P. (2008). Talent on Demand: Managing Talent in an Age of Uncertainty. Boston, MA: Harvard Business Press.Google Scholar
Cascio, W. F. and Boudreau, J. W. (2010). Investing in People: Financial Impact of Human Resource Initiatives. New York, NY: Financial Times Press.Google Scholar
Cascio, W. F. and Boudreau, J. W. (2012). A Short Introduction to Strategic Human Resource Management. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Cheese, P., Thomas, R. J., and Craig, E. (2008). The Talent Powered Organization: Strategies for Globalization, Talent Management and High Performance. London: Kogan Page.Google Scholar
CIPD (2008). Talent management: design, implementation and evaluation. CIPD Online Practical Tool. London: CIPD.Google Scholar
Clark, P. F., Stewart, J. B., and Clark, D. A. (2006). The globalization of the labor market for health-care professionals. International Labor Review, 145, 37–64.CrossRefGoogle Scholar
Collings, D. G. and Mellahi, K. (2009). Strategic talent management: a review and research agenda. Human Resource Management Review, 19 (4), 304–13.CrossRefGoogle Scholar
Collings, D. G., Scullion, H., and Morley, M. (2007). Changing patterns of global staffing in the multinational enterprise: challenges to the conventional expatriate assignment. Journal of World Business, 42 (2), 198–213.CrossRefGoogle Scholar
Collings, D. G., Scullion, H., and Vaiman, V. (2011). European perspectives on talent management. European Journal of International Management, 5 (5), 453–62.Google Scholar
Cooper, C. L., Scandura, T. A., and Schriesheim, C. A. (2005). Looking forward but learning from our past: potential challenges to developing authentic leadership theory and authentic leaders. Leadership Quarterly, 16, 474–93.CrossRefGoogle Scholar
Davies, J. and Kourdi, J. (2010). The Truth About Talent. Chichester: Wiley.Google Scholar
Dickmann, M. and Baruch, Y. (2011). Global Careers. New York, NY: Routledge.Google Scholar
Farndale, E., Scullion, H., and Sparrow, P. (2010). The role of the corporate human resource function in global talent management. Journal of World Business, 45 (2), 161–8.CrossRefGoogle Scholar
Festing, M., Schäfer, L., and Scullion, H. (2013). Talent management in medium-sized German companies: an explorative study and agenda for future research. International Journal of Human Resource Management, 24 (9), 1872–93.CrossRefGoogle Scholar
Fitz-enz, J. (2000). The Return on Investment of Human Capital: Measuring the Economic Value of Employee Performance. New York, NY: American Management Association.Google Scholar
Garavan, T. N., Carbery, R., and Rock, A. (2012). Managing talent development: definition, scope and architecture. European Journal of Training and Development, 36 (1), 5–24.CrossRefGoogle Scholar
Gardner, W. L., Avolio, B. J., and Walumbwa, F.O. (eds.) (2005). Authentic Leadership Theory and Practice: Origins, Effects and Development, Oxford, UK: Elsevier Science.Google Scholar
Goffee, R. and Jones, G. (2005). Managing authenticity: the paradox of leadership. Harvard Business Review, 83 (12), 87–94.Google ScholarPubMed
Gubman, E. L. (1998). The Talent Solution: Aligning Strategy and People to Achieve Extraordinary Results. New York, NY: McGraw-Hill.Google Scholar
Guthridge, M. and Komm, A. B. (2008). Why multinationals struggle to manage talent. McKinsey Quarterly, 4 (5), 19–25.Google Scholar
Hind, P., Wilson, A., and Lenssen, G. (2009). Developing leaders for sustainable business. Corporate Governance, 9 (1), 7–20.CrossRefGoogle Scholar
Iles, P., Chuai, X., and Preece, D. (2010). Talent management and HRM in multinational companies in Beijing: definitions, differences and drivers. Journal of World Business, 45 (2), 179–89.CrossRefGoogle Scholar
Kakabadse, N. K., Kakabadse, A. P., and Lee-Davies, L. (2009). CSR leaders road-map. Corporate Governance, 9 (1), 50–7.CrossRefGoogle Scholar
KPMG (2012). Rethinking Human Resources in a Changing World, London: KPMG International.Google Scholar
Lewis, R. E. and Heckman, R. J. (2006). Talent management: a critical review. Human Resource Management Review, 16, 139–54.CrossRefGoogle Scholar
Li, S. and Scullion, H. (2006). Bridging the distance: managing cross border knowledge holders. Asia Pacific Journal of Management, 23, 71–92.CrossRefGoogle Scholar
Li, S. and Scullion, H. (2010). Developing the local competence of expatriate managers for emerging markets: a knowledge based approach. Journal of World Business, 45 (2), 190–6.CrossRefGoogle Scholar
Mayrhofer, W., Reichel, A., and Sparrow, P. R. (2012). Alternative forms of international working. In Stahl, G., Björkman, I., and Morris, S. (eds.) Handbook of Research into International HRM, 2nd edn. London: Edward Elgar, pp. 300–27.Google Scholar
McDonnell, A., Collings, D. G., and Burgess, J. (2012). Asia Pacific perspectives on talent management. Asia Pacific Journal of Human Resources, 50 (4), 391–8.CrossRefGoogle Scholar
Michaels, E., Handfield-Jones, H., and Axelrod, B. (2001). The War for Talent. Boston, MA: Harvard Business School Press.Google Scholar
Schiemann, W. A. (2009). Reinventing Talent Management: How to Maximise Performance in the New Marketplace. Hoboken, NJ: Wiley.Google Scholar
Schuler, R. S., Jackson, S. E., and Tarique, I. (2011). Global talent management and global talent challenges: strategic opportunities for IHRM. Journal of World Business, 46, 506–16.CrossRefGoogle Scholar
Scullion, H. and Collings, D. G. (eds.) (2011). Global Talent Management. London: Routledge.Google Scholar
Scullion, H. and Starkey, K. (2000). In search of the changing role of the corporate human resource function in the international firm. International Journal of Human Resource Management, 11 (6), 1061–81.CrossRefGoogle Scholar
Scullion, H., Collings, D. G., and Caligiuri, P. (2010). Global talent management. Journal of World Business, 45 (2), 105–8.CrossRefGoogle Scholar
Senge, P. M. (2008). The Necessary Revolution: How Individuals and Organizations are Working Together to Create a Sustainable World. New York, NY: Doubleday.Google Scholar
Silzer, R. and Dowell, B. E. (2010). Strategic talent management matters. In Silzer, R. and Dowell, B. E. (eds.) Strategy-Driven Talent Management: A Leadership Imperative. San Franciscio, CA: Jossey-Bass–Society for Industrial and Organizational Psychology, pp. 3–72.Google Scholar
Skuza, A., Scullion, H., and McDonnell, A. (2013). An analysis of the talent management challenges in a post-communist country: the case of Poland. International Journal of Human Resource Management, 24 (3), 453–70.CrossRefGoogle Scholar
Solimano, A. (2010). International Migration in the Age of Crises and Globalization: Historical and Recent Experiences. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Sparrow, P. R. (2007). Globalization of HR at function level: four UK-based case studies of the international recruitment and selection process. International Journal of Human Resource Management, 18 (5), 144–66.CrossRefGoogle Scholar
Sparrow, P. R. (2012). Global knowledge management and international HRM. In Stahl, G., Björkman, I., and Morris, S. (eds.) Handbook Of Research into International HRM, 2nd edn. London: Edward Elgar, pp. 117–41.Google Scholar
Sparrow, P. R., Brewster, C., and Harris, H. (2004). Globalizing Human Resource Management. London: Routledge.Google Scholar
Sparrow, P. R., Hird, M., and Balain, S. (2011). Talent Management: Time to Question the Tablets of Stone? Centre for Performance-led HR White Paper 11/01. Lancaster University Management School.Google Scholar
Stahl, G. K., Bjorkman, I., Farndale, E., et al. (2012). Six principles of effective global talent management. MIT Sloan Management Review, 53, 25–32.Google Scholar
Tarique, I. and Schuler, R. S. (2010). Global talent management: literature review, integrative framework, and suggestions for further research. Journal of World Business, 45 (2), 122–33.CrossRefGoogle Scholar
Thunnissen, M., Boselie, P., and Fruytier, B. (2013). A review of talent management: ‘infancy or adolescence’?International Journal of Human Resource Management, 24 (9), 1744–61.CrossRefGoogle Scholar
Tung, R. and Lazarova, M. (2006). Brain drain versus brain gain: an exploratory study of ex-host country nationals in Central and Eastern Europe. International Journal of Human Resource Management, 17, 1853–72.CrossRefGoogle Scholar
Tung, R. and Lazarova, M. (2007). The human resource challenge to outward foreign investment aspirations from emerging countries: the case of China. International Journal of Human Resource Management, 18 (5), 868–89.CrossRefGoogle Scholar
Vaiman, V. and Collings, D. G. (2013). Talent management: advancing the field. International Journal of Human Resource Management, 24 (9), 1737–43.CrossRefGoogle Scholar
Vaiman, V., Scullion, H., and Collings, D. (2012). Talent management decision making. Management Decision, 50 (5), 925–41.CrossRefGoogle Scholar
Valverde, M., Scullion, H., and Ryan, G. (2013). Talent management in Spanish medium-sized organizations. International Journal of Human Resource Management, 24 (9), 1832–52.CrossRefGoogle Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×