The paradox of international talent: alternative forms of international assignments

Meyskens, Moriah; Glinow, Mary Ann Von; Werther, William B.; Clarke, Linda D.

doi:10.1080/09585190902909988

Cited by 125 publications

(102 citation statements)

References 25 publications

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“…This, nevertheless, leads to what Meyskens et al (2009) refers to as a paradox: that within the forces of globalisation it should be anticipated that the quantity of global staff with multiple talents (following Furusawa and Brewster, 2014) will indeed expand but equally may well be harder to retain: 'While international talent grows in value, it is increasingly difficult to obtain, deploy and retain. Globalization and demographics all but ensure the paradox will grow in complexity' (Meyskens, Von Glinow, Werther, and Clarke, 2009). …”

Section: Talent Management -Backgroundmentioning

confidence: 99%

“…Furthermore, rapid employee turnover in emerging markets can create instability in the composition of a small SME workforce and raise concerns over the continual need to recruit and select qualified employees (Warner, 2012;Zhu, Thomson and Cieri, 2008 Furusawa and Brewster, 2014) will indeed expand but equally may well be harder to retain: 4 'While international talent grows in value, it is increasingly difficult to obtain, deploy and retain. Globalization and demographics all but ensure the paradox will grow in complexity' (Meyskens, Von Glinow, Werther, and Clarke, 2009). …”

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confidence: 99%

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Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Stokes

Liu

Smith

et al. 2015

The International Journal of Human Resource Management

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The HR practices involved in global talent management continue to advance and evolve. A majority of talent management commentary is from multinational corporation (MNC) perspectives. However, the less commented small-to-medium sized enterprise (SME) also confronts challenges grounded in economic (i.e. resources, finance), organisational (i.e. size, scope and structure) and consequent behavioral rationales (i.e. mindsets and stances). This paper establishes and examines a number of propositions which consider how these factors impact on an advanced economy SME's talent management in emerging economy collaborations.An interpretive qualitative methodology is employed using interviews conducted within two cases -SME and an MNC comparator case. The SME case is used as the driving force of the paper and its theoretical focus and findings. The MNC is used to develop issues as a comparator case. The findings show SME economic and organisational drivers producing behavioral dynamics in relation to mimesis of planned actions yet informal serendipitous responses in reality; a predilection for the proximate and familiar; design configurations of short-term expatriate visits and inpatriates; cumulating in on-going inpatriate acculturisation and re-acculturation oscillation. Consequently, the implication is that the SME needs a HR practices encompassing resignation to the situation, flexibility and resilience in order to survive and progress.Keywords: HR practices, talent management, SME, inpatriates, acculturisation. 1 IntroductionHuman Resource (HR) practices around talent management -the recruitment, selection and retention of national and international talent by organizations -has attracted considerable scholarly attention (Collings, Scullion and Morley, 2007;Farndale, Scullion and Sparrow, 2010;Minbaeva and Collings, 2013). This work has focused primarily on HR practices in multinational corporation (MNC) contexts. This propensity is perhaps to be anticipated since MNCs possess complex multi-faceted infrastructures, expansive international operations, and, large marketing budgets which require (and can afford) the development of planned talent management systems.In contrast, by definition, small to medium-sized enterprises (SMEs), frequently lack the scale, scope, resources and international experience of MNCs. In essence, while SMEs may compete in segments of MNC markets, the 'world' of SMEs in terms of inter alia: decisionmaking, investment choices, culture and daily running of the firm -often led by family owner-directors and linked with a community rooted to a specific geographical locality -are all substantively different to MNCs. In response to SME proclivities, a substantive body of writing has been generated (Voordeckers, Van Gils and Van de Heuvel, 2007;Nieto, Santamaria, Fernandez, 2013;Lewis, 2015;Wang and Liu, 2015).Nevertheless, HR practices for talent recruitment and management in SMEs, and in particular as SMEs expand into international strategic partnerships, have been considerably less researched.Given t...

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Section: Talent Management -Backgroundmentioning

confidence: 99%

mentioning

confidence: 99%

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Stokes

Liu

Smith

et al. 2015

The International Journal of Human Resource Management

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show abstract

“…As globalization intensifies the talent available to organisations is set to grow, however, Meyskens, Von Glinow, Werther, & Clarke (2009: 1439 affirm that the ability to "attract, motivate and retain" this talent will become ever more difficult with increasing turnover costs including the loss of corporate memory, productivity and intellectual and social capital. Talent management (TM) issues -those relating to the 'future-proofing' of an organization's human capital pool -are caused by increasing difficulties in sourcing the right skills in the labour market at the right time, the difficulties in developing a workforce that is able to keep pace with technology changes, and the diverse expectations of the employment relationship amongst baby boomers and generations X and Y (Pelster et al, 2013).…”

Section: Talent Management Motives and Practices And Practices In An mentioning

confidence: 99%

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

Tatoğlu

Glaister

Demirbağ

2016

Journal of World Business

114

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“…assignments gaining in importance (Kollinger, 2005;Meyskens, Von Glinow, Werther, Clarke, & Clarke, 2009). Thereby global assignments serve different purposes and offer a competitive advantage as they enable organizations to maintain control over their subsidiaries' operations (Harvey, Speier, & Novece, 2001;Rosenzweig & Nohira, 1994), allow the transfer of skills and knowledge through position filling (Schillo, 2009;Gupta & Govindarajan, 2000) and support managerial development by gaining international experience and prepare for future roles within the company (Harvey & Novicevic, 2002;Bonache, Brewster, & Suutari, 2001;Hauser, 2004).…”

Section: Introductionmentioning

confidence: 99%

Work Life Balance up in the Air – Does Gender Make a Difference between Female and Male International Business Travelers?

Kollinger-Santer¹,

Fischlmayr²

2013

German Journal of Human Resource Management: Zeitschrift für Pe

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Work life balance up in the air-Does gender make a difference between female and male international business travelers? ** Managing work-life balance (WLB) has become an issue for both employees and HR departments since WLB tensions may reduce performance, overall job satisfaction and finally, increase the fluctuation rate. Having a balance between job and non-work is a particular challenge for international business travelers, but research on this topic is still in its very infancy. The aim of this article and its underlying qualitative study was to discover factors that influence WLB of those employees, and to explore potential differences among male and female. The results clearly show a big difference in the perception of factors influencing WLB depending on the family situation. This highlights the need of HR departments to offer individually tailored support for the different groups of international business travelers. Work Life Balance als Vielflieger-Gibt es Geschlechtsunterschiede zwischen weiblichen und männlichen internationalen Geschäftsreisenden? Das Managen der Work-Life Balance (WLB) ist für immer mehr Arbeitnehmerinnen und Arbeitnehmer als auch Personalabteilungen ein Thema geworden, da ein Ungleichgewicht zwischen Arbeit und "Nicht-Arbeit" nicht nur Leistung sowie die allgemeine Jobzufriedenheit reduzieren, sondern letztendlich auch zu höheren Fluktuationsraten führen kann. Diese Balance zu halten, ist besonders für internationale Geschäftsreisende eine Herausforderung. Dennoch befindet sich die Forschung zu diesem Thema noch stark in den Kinderschuhen. Ziel dieses Artikels und der zugrundeliegenden qualitativen Studie ist es, die WLB dieser Gruppe von Arbeitnehmern sowie potenzielle Unterschiede zwischen weiblichen und männlichen Vielfliegern zu erörtern. Die Resultate zeigen, dass die Einflussfaktoren auf die WLB in Abhängigkeit von der Familiensituation unterschiedlich wahrgenommen werden. Diese Ergebnisse betonen den Bedarf nach Unterstützungsmaßnahmen seitens der Personalabteilungen, welche für die einzelnen Gruppen von internationalen Geschäftsreisenden maßgeschneidert sind.

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The paradox of international talent: alternative forms of international assignments

Cited by 125 publications

References 25 publications

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

Work Life Balance up in the Air – Does Gender Make a Difference between Female and Male International Business Travelers?

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