Talent Management and HRM in Multinational companies in Beijing: Definitions, differences and drivers

Hdl Handle:
http://hdl.handle.net/10149/95254
Title:
Talent Management and HRM in Multinational companies in Beijing: Definitions, differences and drivers
Authors:
Iles, P. (Paul); Chuai, X. (Xin); Preece, D. (David)
Affiliation:
University of Teesside. Teesside University Business School. Centre for Leadership and Organizational Change.
Citation:
Iles, P., Chuai, X. and Preece, D. (2010) 'Talent Management and HRM in Multinational companies in Beijing: Definitions, differences and drivers', Journal of World Business, 45 (2), pp.179-189.
Publisher:
Elsevier
Journal:
Journal of World Business
Issue Date:
Apr-2010
URI:
http://hdl.handle.net/10149/95254
DOI:
10.1016/j.jwb.2009.09.014
Abstract:
Talent Management (TM) has attracted increasing attention from academics and practitioners in recent years, but there are many gaps and omissions left for further theoretical and empirical development. One line of debate has been whether TM is merely a re-packaging of what already exists, not being distinct from traditional HRM practices or disciplines. The paper has three main components: (i) a review of how 'Talent' and TM has been conceptualised in the literature and the outline of a framework we have derived therefrom which identifies four main perspectives on TM: exclusive-people; exclusive-position; inclusive-people; social capital; (ii) the presentation and analysis of our research findings relating to TM perspectives and practices in seven multinational corporations (MNCs) in Beijing; (iii) a concluding discussion which compares and contrasts our findings with the extant literature and our framework. Six of the companies had adopted 'exclusive' perspectives, seeing TM as 'integrated, selective' HRM. For some, this involved an 'exclusive-people' focus on certain groups of 'high-performing' or 'high-potential' people, whilst for others it meant an 'exclusive-position' focus on certain 'key' positions in the organization. Just one organization had adopted an 'inclusive-people' approach. Two of the companies emphasized 'organizationally focussed competence development', concentrating upon smooth talent flows and development, and moving towards a 'social capital' perspective which took cognizance of networks, contexts and relationships as well as human capital. The implications of our findings for research and practice are outlined.
Type:
Article
Language:
en
Keywords:
Beijing; China; HRM; multinational companies; talent management
ISSN:
1090-9516
Rights:
Author can archive post-print (ie final draft post-refereeing). For full details see http://www.sherpa.ac.uk/romeo/ [Accessed 30/03/2010]
Citation Count:
0 [Scopus, 30/03/2010]

Full metadata record

DC FieldValue Language
dc.contributor.authorIles, P. (Paul)en
dc.contributor.authorChuai, X. (Xin)en
dc.contributor.authorPreece, D. (David)en
dc.date.accessioned2010-03-30T12:37:34Z-
dc.date.available2010-03-30T12:37:34Z-
dc.date.issued2010-04-
dc.identifier.citationJournal of World Business; 45 (2): 179-189en
dc.identifier.issn1090-9516-
dc.identifier.doi10.1016/j.jwb.2009.09.014-
dc.identifier.urihttp://hdl.handle.net/10149/95254-
dc.description.abstractTalent Management (TM) has attracted increasing attention from academics and practitioners in recent years, but there are many gaps and omissions left for further theoretical and empirical development. One line of debate has been whether TM is merely a re-packaging of what already exists, not being distinct from traditional HRM practices or disciplines. The paper has three main components: (i) a review of how 'Talent' and TM has been conceptualised in the literature and the outline of a framework we have derived therefrom which identifies four main perspectives on TM: exclusive-people; exclusive-position; inclusive-people; social capital; (ii) the presentation and analysis of our research findings relating to TM perspectives and practices in seven multinational corporations (MNCs) in Beijing; (iii) a concluding discussion which compares and contrasts our findings with the extant literature and our framework. Six of the companies had adopted 'exclusive' perspectives, seeing TM as 'integrated, selective' HRM. For some, this involved an 'exclusive-people' focus on certain groups of 'high-performing' or 'high-potential' people, whilst for others it meant an 'exclusive-position' focus on certain 'key' positions in the organization. Just one organization had adopted an 'inclusive-people' approach. Two of the companies emphasized 'organizationally focussed competence development', concentrating upon smooth talent flows and development, and moving towards a 'social capital' perspective which took cognizance of networks, contexts and relationships as well as human capital. The implications of our findings for research and practice are outlined.en
dc.language.isoenen
dc.publisherElsevieren
dc.rightsAuthor can archive post-print (ie final draft post-refereeing). For full details see http://www.sherpa.ac.uk/romeo/ [Accessed 30/03/2010]en
dc.subjectBeijingen
dc.subjectChinaen
dc.subjectHRMen
dc.subjectmultinational companiesen
dc.subjecttalent managementen
dc.titleTalent Management and HRM in Multinational companies in Beijing: Definitions, differences and driversen
dc.typeArticleen
dc.contributor.departmentUniversity of Teesside. Teesside University Business School. Centre for Leadership and Organizational Change.en
dc.identifier.journalJournal of World Businessen
ref.citationcount0 [Scopus, 30/03/2010]en
or.citation.harvardIles, P., Chuai, X. and Preece, D. (2010) 'Talent Management and HRM in Multinational companies in Beijing: Definitions, differences and drivers', Journal of World Business, 45 (2), pp.179-189.-
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