Is talent management just old wine in new bottles?: the case of multinational corporations in Beijing

Hdl Handle:
http://hdl.handle.net/10149/112660
Title:
Is talent management just old wine in new bottles?: the case of multinational corporations in Beijing
Authors:
Chuai, X. (Xin)
Citation:
Chuai, X. (2008) Is talent management just old wine in new bottles?: the case of multinational corporations in Beijing. Unpublished PhD Thesis. University of Teesside.
Publisher:
Teesside University
Issue Date:
Dec-2008
URI:
http://hdl.handle.net/10149/112660
Abstract:
Talent Management (TM), as a new managerial concept with regard to Human Resource Management (HRM), has increasingly gained concern and attention from the academic as well as business world, but there are many gaps and omissions left for further theoretical development and empirical study. Hence, understanding the differences between TM and HRM becomes necessary. Given an absence of clarity in the literature, the aim of the present study is to gain a thorough understanding of TM among Multinational Corporations (MNCs) in Beijing, to explore to what extent this managerial idea represents anything new, and to find out why organisations adopt TM. A case study method was selected as the main research methodology. The study was undertaken in Beijing, and the target companies were limited to four MNCs, respectively from the IT (two organisations), health care and education industries, and three consultancy companies. The theoretical perspective largely draws upon the literature on TM, management fashion and institutional theory. Findings show that the topic of TM has been enthusiastically pursued. However, there is not a single concise definition shared by all the case study organisations, even though different strands of understanding regarding TM are explored in this study. The thesis has also explored what is distinctive about TM, and the factors and purposes influencing the adoption of TM in China. Through comparing HRM with literature and empirical findings relating to TM, this thesis has found that TM seems to presage some new approaches to the management of the people resource in organisations, rather than a simple repackaging of old techniques and ideas with a new label. Meanwhile, this thesis strongly challenges the idea that TM is another struggle by HR professionals to enhance their legitimacy, status and credibility. Therefore, TM should not be considered as ‘old wine in new bottles’, at least with respect to the case of MNCs in China.
Type:
Thesis or dissertation
Language:
en
Keywords:
talent management; TM; human resource management; HRM; multinational corporations; MNCs; Beijing; case study; China

Full metadata record

DC FieldValue Language
dc.contributor.authorChuai, X. (Xin)en
dc.date.accessioned2010-10-08T12:40:19Z-
dc.date.available2010-10-08T12:40:19Z-
dc.date.issued2008-12-
dc.identifier.urihttp://hdl.handle.net/10149/112660-
dc.description.abstractTalent Management (TM), as a new managerial concept with regard to Human Resource Management (HRM), has increasingly gained concern and attention from the academic as well as business world, but there are many gaps and omissions left for further theoretical development and empirical study. Hence, understanding the differences between TM and HRM becomes necessary. Given an absence of clarity in the literature, the aim of the present study is to gain a thorough understanding of TM among Multinational Corporations (MNCs) in Beijing, to explore to what extent this managerial idea represents anything new, and to find out why organisations adopt TM. A case study method was selected as the main research methodology. The study was undertaken in Beijing, and the target companies were limited to four MNCs, respectively from the IT (two organisations), health care and education industries, and three consultancy companies. The theoretical perspective largely draws upon the literature on TM, management fashion and institutional theory. Findings show that the topic of TM has been enthusiastically pursued. However, there is not a single concise definition shared by all the case study organisations, even though different strands of understanding regarding TM are explored in this study. The thesis has also explored what is distinctive about TM, and the factors and purposes influencing the adoption of TM in China. Through comparing HRM with literature and empirical findings relating to TM, this thesis has found that TM seems to presage some new approaches to the management of the people resource in organisations, rather than a simple repackaging of old techniques and ideas with a new label. Meanwhile, this thesis strongly challenges the idea that TM is another struggle by HR professionals to enhance their legitimacy, status and credibility. Therefore, TM should not be considered as ‘old wine in new bottles’, at least with respect to the case of MNCs in China.en
dc.language.isoenen
dc.publisherTeesside Universityen
dc.subjecttalent managementen
dc.subjectTMen
dc.subjecthuman resource managementen
dc.subjectHRMen
dc.subjectmultinational corporationsen
dc.subjectMNCsen
dc.subjectBeijingen
dc.subjectcase studyen
dc.subjectChinaen
dc.titleIs talent management just old wine in new bottles?: the case of multinational corporations in Beijingen
dc.typeThesis or dissertationen
dc.publisher.departmentUniversity of Teesside. Teesside Business School.en
dc.type.qualificationnamePhDen
dc.type.qualificationlevelDoctoralen
or.citation.harvardChuai, X. (2008) Is talent management just old wine in new bottles?: the case of multinational corporations in Beijing. Unpublished PhD Thesis. University of Teesside.-
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