Evaluating talent management in emerging market economies: societal, firm and individual perspectives

Abstract

this special issue aims to advance our understanding of talent management in emerging market economies. the uniqueness of this special issue was that it invited and accepted contributions on talent management in emerging countries at multiple levels. at the macro level, i.e. from a country level perspective, given the prevalence of state intervention in emerging economies, we were interested in understanding the impact of state ownership/intervention on talent management in those markets. From a meso level, i.e. from a firm level perspective, we were interested in empirical evidence, as to how talent management contributes to performance in emerging markets. Finally, at a micro level, i.e. from an individual level, we were interested in empirical work on research topics such as the career expectations of talent in emerging markets, and the factors that determine the attractiveness of employers for employees in emerging markets. the papers that represented contextual data from lesser-represented emerging countries, were included in this special issue. More specifically, these papers contextually represented the emerging countries namely Nepal, russia, the United arab Emirates, Vietnam, Poland, iraq and the last study included a collection of data from 19 african countries. We contribute through this editorial piece by comparing the seven papers included in this special issue to both, previous work in the last two decades or so , globally and within international Journal of Human resource Management, and identify meaningful future research directions.

The Role, Nature and Contribution of Indian Emerging Market Multinational Companies in African Countries

“…Labour markets are different in different emerging markets (Pereira et al, 2022). A further ‘double dynamic’ or duality, and an abiding theme in African emerging markets, is the paradox of skills and talent shortages alongside high levels of unemployment.…”

“…The balance between global standardisation and centralisation, versus local adaptation and decentralised decision-making with local empowerment of managers, is a key factor in the business models and organisational architecture of EMNCs (Pereira et al, 2022). Indian EMNCs in Africa have positively focussed on the development of host country employee skills and senior potential talent.…”

Talent management and firm performance in emerging markets: a systematic literature review and framework

“…Collings and Mellahi, 2009;Al Jawali et al, 2022;Hassan et al, 2022). Many of the key theories underpinning TM are developed in the mature economies; for this reason, it is important to verify whether and how the TM is relevant at societal, firm and individual levels in the emerging market context, which are significant players in the global economy (Pereira et al, 2019(Pereira et al, , 2022. There are several typical aspects of emerging economies which in fact affect TM policies.…”

Culture fit and employee engagement in foreign subsidiaries: Evidence from Chinese multinational enterprises in the United States

“…When operating overseas, Chinese MNEs find themselves in complex environments and face cultural pressures from various levels, including individual values and beliefs of both local employees and expatriates, organizational cultures and management practices of both headquarters (HQs) and subsidiaries, and institutional and social norms of both home and host markets (Kostova and Zaheer, 1999). Since management practices brought from HQs are often unsuitable for host markets with different social cultures, it is critical to address the unique challenges of engaging local employees in foreign subsidiaries from a culture fit prospective spanning the individual, organizational, and societal levels of analysis (Pereira et al, 2020; Treviño et al, 2020).…”