Talent management of western MNCs in China: Balancing global integration and local responsiveness

By Evi Hartmann, Edda Feisel, Holger Schober. 2010

255 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/60731115853387479ae6bafcec2f4ca2ed41cbc0

How researchers see this paper

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

In Communication

1. Alison J. Glaister
2. Mehmet Demirbag
3. Ekrem Tatoğlu

In Organizational Behavior and Human Resource Management

1. Alison J. Glaister
2. Lutz Kaufmann
3. Felix Reimann
4. Mehmet Demirbag
5. Ekrem Tatoğlu
6. Matthias Ehrgott
7. Craig R. Carter
8. S. Freeman

In Strategy and Management

1. Felix Reimann
2. Matthias Ehrgott
3. Lutz Kaufmann
4. Craig R. Carter
5. Alison J. Glaister
6. Mehmet Demirbag
7. Ekrem Tatoğlu
8. Robert D. Klassen

Citations in the corpus

• Local stakeholders and local legitimacy: MNEs' social strategies in emerging economies (2012, background): “…moving toward a transformative stance, as previously described), this hierarchical stancemight be less pronounced as they exceed the local employment practices and standards to establish amore employee-centric culture (Bartlett et al., 2007; Björkman et al., 2008; Hartmann et al., 2010).”
• Talent management motives and practices in an emerging market : a comparison between MNEs and local firms (2016, background): “In China, TM tends to be HRM-led, and MNEs utilise standardized templates for performance appraisal alongside training and international job rotation and localized inducements including the provision of housing, career development, educational benefits and greater work autonomy (Guthridge et al., 20”