Globalizing Human Resource Management

Sparrow, Paul; Brewster, Chris; Harris, Hilary

doi:10.4324/9780203614129

Cited by 210 publications

(155 citation statements)

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“…Thirdly, as a means of organisational development, aimed at increasing knowledge transfer within the MNC and modifying and sustaining organizational structure and decision processes. Although it is important to note that assignments generally have more than one rationale (Sparrow et al, 2004), Edstrom and Galbraith's typology provides a useful point of departure for the consideration of why MNCs use expatriates.…”

Section: Why Do Organisations Use Expatriates?mentioning

confidence: 99%

Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives

Collings

Scullion

Morley

2007

Journal of World Business

589

456

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We argue that many MNCs continue to underestimate the complexities involved in global staffing and that organisations and academics must take a more strategic view of staffing arrangements in an international context. We suggest that the context for the management and handling of the international assignment has altered significantly, leading in some quarters to a fundamental reassessment of the contribution of, and prospects for, the international assignment as conventionally understood. We explore a variety of supply side issues, cost issues, demand side issues and career issues as triggers to this reassessment. Alongside the conventional expatriate assignment, we point to the emergence of a portfolio of alternatives to the traditional international assignment including short-term assignments, commuter assignments, international business travel and virtual assignments. In the context of these developments, we argue that a standardised approach to international assignments is untenable and that it is essential to develop HR policies and procedures that reflect differences in the various forms of emerging alternative international assignment and their associated complexities. Here recruitment and selection, training, reward, and occupational health and safety issues and implications are all explored.

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Section: Why Do Organisations Use Expatriates?mentioning

confidence: 99%

Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives

Collings

Scullion

Morley

2007

Journal of World Business

589

456

View full text Add to dashboard Cite

show abstract

“…It has been suggested that the aforementioned activities are increasingly an area of global focus (Sparrow, 2007;Sparrow et al, 2004;Stahl et al, 2007;Stiles et al, 2006). This is unsurprising considering that MNEs are finding it increasingly difficult to locate internationally competent managers, indicated by the following quote.…”

Section: Global Talent Management Operationalizedmentioning

confidence: 99%

“…Talent is now far more mobile with competition for talent between employers shifting from national to regional and global levels (Sparrow et al, 2004) with learning transfer increasingly important (McDonnell, Gunnigle & Lavelle, in press). In addition, gaining economies of scale are becoming ever more important (Sparrow et al, 2004) with much benefit to be had in developing T&D activities from common organization processes and practices. The case for this is stronger in terms of non-technical aspects such as management and leadership development (Briscoe, Schuler & Claus, 2008).…”

Section: Global Talent Management Operationalizedmentioning

confidence: 99%

“…Guthridge & Komm, 2008). Consequently, the costs of failure are potentially far greater in the global marketplace (Sparrow, Brewster & Harris, 2004). This paper addresses two key research objectives.…”

Section: Introductionmentioning

confidence: 99%

“…This paper contributes to this through the development of a framework of four GTM approaches and an analysis of the extent to which five independent variables explain engagement in GTM. In so doing, this paper sheds light on whether MNEs manage their talent in a coordinated and integrated manner (Sparrow et al, 2004). This will provide a yardstick of the degree to which MNEs are strategically identifying and developing their human talent globally.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Developing tomorrow's leaders—Evidence of global talent management in multinational enterprises

McDonnell

Lamare

Gunnigle

et al. 2010

Journal of World Business

186

148

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Organizations are becoming relentless in managing and developing their key talent. This is a view, however, largely based on anecdote rather than reliable empirical evidence. Utilizing data from 260 multinational enterprises (MNEs), this paper helps redress this deficit.Specifically, this paper explores the extent to which MNEs engage in global talent management (GTM) and deciphers some of the factors which may explain the use and non-use of GTM practices. In so doing, we find that although a significant number of MNEs have systems and mechanisms in place to strategically identify and develop their talent many more seemingly adopt an ad hoc or haphazard approach. For instance, less than half of all MNEs have both global succession planning and formal management development programs for their high-potentials. Consequently it seems that there is a considerable distance yet to be travelled to arrive at a universal appreciation of the need to strategically manage one's key employees.We find the size of the MNE has a significant effect on GTM system usage -larger MNEs are more likely to undertake GTM. Other significant, positive influences include whether products or services are standardized regionally or globally, and if the MNE has a global human resources policy formation body. Of considerable interest is the finding that MNEs operating in the low tech/low cost sectors are significantly more likely to have formal global systems to identify and develop high-potentials.

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International Management: Some Key Challenges for Industrial and Organizational Psychology

Sparrow¹

2006

International Review of Industrial and Organizational Psychology 2006

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Globalizing Human Resource Management

Cited by 210 publications

References 0 publications

Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives

Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives

Developing tomorrow's leaders—Evidence of global talent management in multinational enterprises

International Management: Some Key Challenges for Industrial and Organizational Psychology

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