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Developing tomorrow's leaders-evidence of global talent management in multinational enterprises

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dc.contributor.author McDonnell, Anthony
dc.contributor.author Lamare, Ryan
dc.contributor.author Gunnigle, Patrick
dc.contributor.author Lavelle, Jonathan
dc.date.accessioned 2017-03-18T11:26:22Z
dc.date.available 2017-03-18T11:26:22Z
dc.date.issued 2010
dc.identifier.issn 1090-9516
dc.identifier.uri http://hdl.handle.net/10344/5625
dc.description peer-reviewed en_US
dc.description.abstract Organizations are becoming relentless in managing and developing their key talent. This is a view, however, largely based on anecdote rather than reliable empirical evidence. Utilizing data from 260 multinational enterprises (MNEs), this paper helps redress this deficit. Specifically, this paper explores the extent to which MNEs engage in global talent management (GTM) and deciphers some of the factors which may explain the use and non-use of GTM practices. In so doing, we find that although a significant number of MNEs have systems and mechanisms in place to strategically identify and develop their talent many more seemingly adopt an ad hoc or haphazard approach. For instance, less than half of all MNEs have both global succession planning and formal management development programs for their high-potentials. Consequently it seems that there is a considerable distance yet to be travelled to arrive at a universal appreciation of the need to strategically manage one's key employees. We find the size of the MNE has a significant effect on GTM system usage larger MNEs are more likely to undertake GTM. Other significant, positive influences include whether products or services are standardized regionally or globally, and if the MNE has a global human resources policy formation body. Of considerable interest is the finding that MNEs operating in the low-tech/low-cost sectors are significantly more likely to have formal global systems to identify and develop high-potentials. (C) 2009 Elsevier Inc. All rights reserved. en_US
dc.language.iso eng en_US
dc.publisher Elsevier en_US
dc.relation.ispartofseries Journal of World Business;45 (2), pp. 150-160
dc.relation.uri http://dx.doi.org/10.1016/j.jwb.2009.09.015
dc.rights This is the author’s version of a work that was accepted for publication in Journal of World Business. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of World Business, 45 (2), pp. 150-160, http://dx.doi.org/10.1016/j.jwb.2009.09.015
dc.subject human resource management en_US
dc.subject global talent management en_US
dc.subject multinational enterprise en_US
dc.subject succession planning en_US
dc.subject mangement development en_US
dc.title Developing tomorrow's leaders-evidence of global talent management in multinational enterprises en_US
dc.type info:eu-repo/semantics/article en_US
dc.type.supercollection all_ul_research en_US
dc.type.supercollection ul_published_reviewed en_US
dc.date.updated 2017-03-18T11:17:03Z
dc.description.version ACCEPTED
dc.identifier.doi 10.1016/j.jwb.2009.09.015
dc.rights.accessrights info:eu-repo/semantics/openAccess en_US
dc.internal.rssid 1133989
dc.internal.copyrightchecked Yes
dc.identifier.journaltitle JOURNAL OF WORLD BUSINESS
dc.description.status peer-reviewed


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