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Responding to calls to incorporate a more dispersed and localized conceptualization of power in the study of strategy as discourse, in this article we illustrate that while investing senior managers with the authority to speak and enact strategy, at one and the same time strategy discourse renders this group highly visible and vulnerable. Using a Foucauldian-inspired discursive psychology approach to provide a critical analysis of brief stretches of talk in a research interview, we expose the inherent instability and contingency of strategy discourse as it is used to construct and reconcile contradictory accounts of corporate success, failure and senior manager subjectivity. Our core contribution is to show that resistance to strategy discourse is discernible not only through how lower level or other actors contest or undermine this discourse but also by observing the efforts of corporate elites to manage temporary breakdowns (Sandberg and Tsoukas, 2011) that disrupt the background consensus that ordinarily provides strategy discourse with its 'taken-for-granted' quality. Resistance, we argue, is not only an intentional and oppositional practice but also inheres within the fine grain of strategy discourse itself, manifested as a 'hindrance and stumbling block' (Foucault, 1978) in the highly occasioned and local level of mundane interaction.

The second edition of Global Talent Management (GTM) offers a state of the art overview of the key areas of talent management in theory and practice. Drawing on contributions from the leading global contributors to talent management research, the book is structured around three key sections. Section one provides a contextual overview of talent management. The second section explores in depth some of the core areas of GTM practice which includes the meaning of talent in the global context, internal talent identification, developing leadership talent, employee turnover, employer branding and the role of the corporate HR function in GTM. The final section considers three key contemporary issues in GTM, namely, data analytics in GTM, managing virtual talent and managing globally diverse talent. The chapters in the volume provide advanced undergraduate or postgraduate students with an interest in global talent management with a cutting-edge overview of the key topics in the field. It is also an invaluable resource for the reflective practitioner looking for an overview of key research in this important area of practice.