Global talent management and global talent challenges: Strategic opportunities for IHRM

534 citations recorded by the source corpus.

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

HRM and Performance – The Role of Talent Management as a Transmission Mechanism in an Emerging Market Context (2018, unknown): “…is doubt as to whether TM requires an integrated HRM function – leaders question the ability of the HRM function to seize the strategic centrality of TM and the HRM function questions its own ability to tackle TM challenges (Guthridge et al., 2008, Schuler et al., 2011, Tansley and Tietze, 2013).”
Institutional and corporate drivers of global talent management: Evidence from the Arab Gulf region (2014, methodology): “Schuler et al. (2011) propose a model for global talent challenges and global TM (Fig.”
Effectiveness of talent management strategies (2011, background): “(Becker, Huselid, & Beatty, 2009; Boxall & Purcell, 2011; Schuler et al., 2010; Silzer & Dowell, 2010) There is some support for the concept that those organisations with a strong link between talent management practices and corporate strategy report higher (financial) performance outcomes…”
Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective (2018, background): “…GLOBAL TALENT MANAGEMENT GTE Management and Performance in MNEs 5 Given the lack of clarity over the intellectual and conceptual boundaries of GTM (Al Ariss et al., 2014; Cascio & Boudreau, 2016; Schuler et al., 2011; Scullion et al., 2010), it is important to be explicit about how we define it.”