The barriers to effective global talent management: The example of corporate élites in MNEs

By Kamel Mellahi, David G. Collings. 2010

355 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/169b5ad072d805de85017ba64bd573f4088a9b9c

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In Accounting

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective (2018, background): “In such a business strategy, subsidiaries often engage in internal competition and generally are rewarded (or punished) for their own performance (Mellahi & Collings, 2010; Makela et al., 2010).”
Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities (2014, background): “While the challenges of so doing are well recognised (Makela et al, 2010; Mellahi and Collings, 2010; Minbaeva and Collings, 2013), I propose that a global talent-pool strategy addresses a number of challenges of effectively managing human capital in the MNE.”
Still Fighting the “War for Talent”? Bridging the Science Versus Practice Gap (2011, background): “For instance, managers may be loathe to propose an employee as talent because they do not want to lose them to another division or team ( Mellahi and Collings 2010 ).”
Talent management motives and practices in an emerging market : a comparison between MNEs and local firms (2016, background): “…bundles of HRM that constitute effective TM (Ortlieb & Sieben, 2011; Meyers & van Woerkom, 2014) and establishing a link between these, broader organizational strategies and institutional and worker contexts (Mellahi & Collings, 2010; Cappelli, 2008; Tarique & Schuler, 2010; Huang & Tansley, 2012).”
Applying a talent management lens to career management: the role of human capital composition and continuity (2013, background): “Recent advances in the field have mostly focused on global talent management, borrowing heavily from the literature on international human resource management (e.g. Farndale, Scullion and Sparrow 2010; Mellahi and Collings 2010; Collings, Scullion and Vaiman 2011; Schuler, Jackson and Tarique 2011).”
Incorporating the macro view in global talent management (2015, background): “Because of a wide variety of definitions, GTM's conceptual boundaries remain fuzzy (Mellahi & Collings, 2010) that has engaged researchers in a hot debate regarding its place within the international human resource management (IHRM) literature (McDonnell et al., 2010; Tarique & Schuler, 2010), and…”
Recognizing the important role of self-initiated expatriates in effective global talent management (2015, background): “Some scholars perceive TM from a primarily human capital perspective (Capelli, 2008), while others view it as mainly an approach with talent as the source of organizational success (Mellahi and Collings, 2010).”
HRM and Performance – The Role of Talent Management as a Transmission Mechanism in an Emerging Market Context (2018, positive): “…of TM systems that develop social capital, it is possible to understand the caution against the individual transfer of talented employees (Groysberg et al., 2006, Groysberg, 2012) and the centrality that TM has in establishing value congruence (Mellahi and Collings, 2010, Huang and Tansley, 2012).”