Suchergebnisse

"Freelancers possess a tremendous amount of knowledge, skill, and ability. Identifying, defining, and implementing talent management strategies aimed at ensuring the effective management of non-traditional knowledge employees in an organization are the key themes of this book"--Provided by publisher

A collection of research papers about self-initiated expatriates and their experiences. As traditional talent management can no longer fulfil the needs of globally operating organisations, self-initiated expatriates have become an ever more important, albeit neglected source of the global talent flow, Qualified people are scarce in global business. Company-assigned expatriates used to provide needed talent but this is no longer enough. Self-initiated expatriates, a new and diverse breed of internationally mobile talent, are filling the gap. Talent Management of Self-initiated Expatriates is a collection of research papers which explores who these self-initiated expatriates are and what experiences they have. It answers questions such as: how or when does one become a self-initiated expatriate (SIE)? What are SIEs' motivations and characteristics? What types or sub-types of SIEs are there? What challenges are they likely to face? How do their careers and social capital develop? What is the impact of international experience on their life overall? What are the specific experiences of sub-groups such as academics or female SIEs? As traditional talent management can no longer fulfil the needs of globally operating organisations, self-initiated expatriates have become an ever more important, albeit neglected, source of the global talent flow

A collection of research papers about self-initiatedexpatriates and their experiences. As traditional talent management can no longerfulfil the needs of globally operating organisations, self-initiated expatriateshave become an ever more important, albeit neglected source of the global talentflow.

Icelandic culture has generally been considered to share many similarities to the Nordic cultures. However, the financial crisis in 2008 painted a completely different picture, with the Nordic nations faring much less worse than Iceland, which saw its banking system becoming almost entirely worthless. Looking at traditional cultural yardsticks in the vein of the most commonly used research in the field of business and organizational management, generally linked to Hofstede´s dimensional studies, one would at first glance conclude that Icelanders would have behaved in a similar manner as people in the Nordic nations. By focusing on savings ratio, it is shown that Icelanders were much more risk-seeking during the prelude of the crisis. Many nations badly hit during the 2008 financial crisis have a high level of individualism inherent in their culture. Iceland fits this scenario. Thus while general cultural characteristics may lack explanatory power regarding economic behavior of people between cultures, the individual/collective cultural dimension may provide clues of what dangers (and possible strengths) lurk within societies from a financial point of view. Such developments may affect the financial stability of nations, especially those with a high level of individualism where financial liberalization with possible abuses is occurring.

PurposeThe paper sets out to understand the key issues that emerge in the context of decision making.Design/methodology/approachThe paper is a literature review.FindingsFirst, the authors review debates around talent management decision making. Second, they examine some of the main factors currently influencing decision making in talent management. Third, they seek to identify some future research areas that will inform future decision making in talent management.Practical implicationsThe paper will be of interest to practitioners in designing and developing talent management decision systems.Originality/valueThe paper presents a state of the art review of talent management decision marking.

Global talent management (GTM) has its origins in international human resource management, and it emerged around the turn of the 21st century as a key strategic issue for multinational corporations (MNCs) confronted with talent shortages and mobility of staff on a global scale. It refers to the activities and processes that involve the systematic identification of key positions which significantly contribute to the organization's sustainable competitive advantage, and the identification, attraction, selection, recruitment, development, and retention of talented individuals on a global scale to effectively fill in these roles. So, as a concept, GTM is both broader than leadership succession and more exclusive than human resource management. It focuses on key positions considering the global scope of the organization, key individuals (with high levels of talent) to step into these roles, and a differentiated human resource architecture to effectively manage such talented individuals. GTM is differentiated from strategic talent management (TM), since strategic TM deals with the TM matters of domestic organizations, while GTM is focused on the TM issues of organizations operating on a global scale. GTM, however, is strategic and multidisciplinary in nature. As mentioned previously, it is mostly rooted in the subjects of international human resource management, international management, economics, and organizational psychology. Other contributing disciplines include sociology and political science. ; Postprint (author's final draft)

PurposeThe purpose of this paper is to enhance the theoretical and empirical understanding of the process through which talent management (TM) practice effectiveness impacts high-potential employees' commitment to leadership competence development.Design/methodology/approachStructural equation modelling was utilized to analyse survey data representing a sample of 439 high-potential employees from 11 Finnish multinational corporations.FindingsFirst, the authors found that the more high-potential employees perceived TM practices to be effective, the more they were committed towards leadership competence development. Next, the findings revealed that the association between TM practice effectiveness and commitment to leadership competence development operates by means of psychological contract fulfilment. Finally, the authors found that female employees possessed a stronger reaction to the effectiveness of TM practices by demonstrating higher levels of commitment to leadership competence development than male employees.Originality/valueThis study supports social exchange theory, which postulates that when organizations invest in their employees, the employees are likely to reciprocate these corporate investments in positive ways. The findings indicate that TM practices may help high-potential employees to make sense of their employment relationship and communicate to employees those attitudes and behaviours that organizations value. The authors thus advocate that in order to have the desired effect, such as for instance the increased commitment to leadership competence development, it is crucial for organizations to invest in those TM practices that are perceived as effective by employees.