Developing tomorrow's leaders--Evidence of global talent management in multinational enterprises
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.
Volume (Year): 45 (2010)
Issue (Month): 2 (April)
|Contact details of provider:|| Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/620401/description#description|
|Order Information:|| Postal: http://www.elsevier.com/wps/find/journaldescription.cws_home/620401/bibliographic|
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Collings, David G. & Scullion, Hugh & Morley, Michael J., 2007. "Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives," Journal of World Business, Elsevier, vol. 42(2), pages 198-213, June.
- Anthony McDonnell & Jonathan Lavelle & Patrick Gunnigle & David G. Collings, 2007. "Management Research on Multinational Corporations: A Methodological Critique," The Economic and Social Review, Economic and Social Studies, vol. 38(2), pages 234-258.
- Stroh, Linda K. & Caligiuri, Paula M., 1998. "Increasing global competitiveness through effective people management," Journal of World Business, Elsevier, vol. 33(1), pages 1-16.
- Frank Barry & Holger Gorg & Andrew Mcdowell, 2003.
"Outward FDI and the Investment Development Path of a Late-industrializing Economy: Evidence from Ireland,"
Taylor & Francis Journals, vol. 37(4), pages 341-349.
- Frank Barry & Holger Görg & Andrew McDowell, 2001. "Outward FDI and the investment development path of a late-industrialising economy : evidence from Ireland," Working Papers 200108, School of Economics, University College Dublin.
- Everett, Mary, 2006. "Foreign Direct Investment - An Analysis of its Significance," Quarterly Bulletin Articles, Central Bank of Ireland, pages 93-112, October. Full references (including those not matched with items on IDEAS)
When requesting a correction, please mention this item's handle: RePEc:eee:worbus:v:45:y:2010:i:2:p:150-160. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Dana Niculescu)
If references are entirely missing, you can add them using this form.