Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities

By David G. Collings. 2014

233 citations recorded by the source corpus.

Although global mobility represents an important element of many multinational enterprise's (MNEs) global talent management systems, the two areas of practice have largely been decoupled in research and practice. The current paper aims to build a dialog around the integration of these two important areas of practice and illustrate how the integration of global mobility and global talent management can contribute to the success of the MNE. Human capital and social capital theories are introduced as theoretical frames for the integration of the two areas and global talent pools and routines for managing global staffing flows are introduced as key organizational routines that can maximize the contribution of global mobility to the MNE. The paper also considers challenges and opportunities for the integration of mobility and talent and outlines some directions for future study.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/bfdbb3dd6842dc06e51870230cebfac110dd6091

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In Communication

1. David G. Collings
2. Tamar Almor
3. Yipeng Liu
4. I. Tarique
5. Mehmet Demirbag
6. Ekrem Tatoğlu
7. Alison J. Glaister
8. Wayne F. Cascio

In Organizational Behavior and Human Resource Management

1. David G. Collings
2. Mehmet Demirbag
3. Ekrem Tatoğlu
4. Alison J. Glaister
5. I. Tarique
6. Wayne F. Cascio
7. Kamel Mellahi
8. R. Schuler

Citations in the corpus

• How culture influences the way entrepreneurs deal with uncertainty in inter-organizational relationships: The case of returnee versus local entrepreneurs in China (2016, background): “With respect to policy implications, against the backdrop of the rising importance of global talent around the world (Collings, 2014), governments are trying to attract returnee talent to their home countries to boost local economies and job creation (Zweig & Wang, 2013).”
• Talent management motives and practices in an emerging market : a comparison between MNEs and local firms (2016, background): “MNEs frequently engage in cross-subsidiary transfer of employees and the deployment of universal HRM systems help to allocate resources, identify and measure high performers and build organizational culture (Collings et al., 2010b, Collings et al., 2007, Wöcke et al., 2007). According to Stahl et al”
• Incorporating the macro view in global talent management (2015, background): “…key talented employees on a global scale, others have used literal meaning of talent to address management of top talent within organizations (Collings, 2014; Collings & Mellahi, 2009; Stahl et al., 2007). e cite this article as: Khilji, S.E., et al., Incorporating the macro view in global…”
• Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective (2018, background): “…Management as a Dynamic Capability In contrast to earlier approaches to talent management that tend to focus solely on individual human capital, this perspective emphasises the organisational capabilities that harness this human capital as the fulcrum of GTM (Collings, 2014; Linden & Teece, 2014).”