Increasing global competitiveness through effective people management

Stroh, Linda K.; Caligiuri, Paula

doi:10.1016/s1090-9516(98)80001-1

Cited by 129 publications

(80 citation statements)

References 9 publications

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“…Empirical studies confirm the requirement for MNCs to develop a more strategic approach to repatriation and international career management (Stroh et al, 1998) which is becoming increasingly necessary in order to retain valuable employees and to encourage the acceptance of international positions (Forster, 2000).…”

Section: Issues Related To Retention Of Expatriate Employeesmentioning

confidence: 84%

“…Repatriation has been identified as a major international HRM problem for multinational companies in Europe and North America (Stroh et al, 1998). There is growing recognition that where companies are seen to deal unsympathetically with the problems faced by expatriates on re-entry managers will be more reluctant to accept the offer of international assignments (Lazarova and Tarique, 2005;Scullion, 2001).…”

Section: Issues Related To Retention Of Expatriate Employeesmentioning

confidence: 99%

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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: Issues Related To Retention Of Expatriate Employeesmentioning

confidence: 84%

Section: Issues Related To Retention Of Expatriate Employeesmentioning

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

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“…They are believed to offer high value-added competencies and consequently hold great resonance with the knowledge-based segment. They satisfy the uniqueness element of this quadrant as a result of the growing recognition that global business success depends on the quality of the managerial talent within the MNE and that organizations are increasingly reporting shortages of such talent (Black, Morrison & Gregersen, 2000;Evans, Pucik & Barsoux, 2002;Scullion, 2001;Stroh & Caligiuri, 1998).…”

Section: Talent Management and The Hr Architecture Literaturementioning

confidence: 99%

“…Talent management is arguably of greater significance among multinational enterprises (MNEs) for three reasons. First, is the acknowledgement that internationally competent managers represent a key component of global business success (Becker, Fineman & Freedman, 2004;Black & Gregersen, 1999;Scullion, 1994Scullion, , 2001Shen & Darby, 2006;Stroh & Caligiuri, 1998). Second, until very recently at least, it has been increasingly difficult to locate and retain suitable managerial talent to manage an organization's international operations (Gregersen, Morrison & Black, 1998;Scullion, 1994;Scullion & Collings, 2006;Sloan, Hazucha & Van Katwyk, 2003;Suutari, 2002).…”

Section: Introductionmentioning

confidence: 99%

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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“…This should not be seen as a globally-uniform architecture or cloned arrangement across the countries in which an MNC operates. Successful MNCs adopt flexible policies and practices around the world (Stroh and Caligiuri, 1998).…”

Section: Baseline Hypothesesmentioning

confidence: 99%

Knowledge flows in the emerging market MNC: The role of subsidiary HRM practices in Korean MNCs

Williams

Lee

2016

International Business Review

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Additional information:Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.

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Increasing global competitiveness through effective people management

Cited by 129 publications

References 9 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

Knowledge flows in the emerging market MNC: The role of subsidiary HRM practices in Korean MNCs

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