How do MNCs establish their talent pools? Influences on individuals' likelihood of being labeled as talent

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Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective (2018, background): “Hence, opportunities for subsidiary talent may be perceived to be limited, owing to lack of visibility or support from local managers (Makela et al., 2010; Mellahi & Collings, 2010).”
Standing on the shoulders of giants? A critical review of empirical talent management research (2016, background): “Empirical articles based on multiple regions basically aimed to understand talent at a managerial level, in MNC’s, or within undergraduates, which clearly define the issues global firms face (e.g., Mäkelä et al., 2010).”
Still Fighting the “War for Talent”? Bridging the Science Versus Practice Gap (2011, background): “They go beyond a line manager’s appraisal of an employee by identifying the competencies required in higher order positions and establishing the difference between the competencies required in those and what the employee currently possess ( Makela et al. 2010 ).”
Rites of passage through talent management progression stages: an identity work perspective (2013, unknown): “We then iteratively worked back and forward between the research material and the emerging structure of theoretical arguments (Locke, 2001), increasingly identifying patterns of identity work and identity statements, which demonstrated to us a shift of control (of behaviour, attitudes to work, dispo”