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dc.contributor.authorStokes, Peteren
dc.contributor.authorLiu, Yipengen
dc.contributor.authorSmith, Simonen
dc.contributor.authorLeidner, Sarahen
dc.contributor.authorMoore, Neilen
dc.contributor.authorRowland, Carolineen
dc.date.accessioned2017-08-08T15:13:05Z
dc.date.available2017-08-08T15:13:05Z
dc.date.issued2015-10-19
dc.identifier.citationStokes, P, Liu, Y., Smith, S., Leidner, S., Moore, N. and Rowland, C. (2015) Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration. International Journal of Human Resource Management, 27 (20), pp. 2310-2338en
dc.identifier.urihttp://hdl.handle.net/2086/14382
dc.descriptionThe file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.en
dc.description.abstractAbstract The human resource (HR) practices involved in global talent management continue to advance and evolve. A majority of talent management commentary is from multinational corporation (MNC) perspectives. However, the less commented small-to-medium-sized enterprise (SME) also confronts challenges grounded in economic (i.e. resources, finance), organisational (i.e. size, scope and structure) and consequent behavioural rationales (i.e. mindsets and stances). This paper establishes and examines a number of propositions which consider how these factors impact on an advanced economy SME’s talent management in emerging economy collaborations. An interpretive qualitative methodology is employed using interviews conducted within two cases – SME and an MNC comparator case. The SME case is used as the driving force of the paper and its theoretical focus and findings. The MNC is used to develop issues as a comparator case. The findings show SME economic and organisational drivers producing behavioural dynamics in relation to mimesis of planned actions yet informal serendipitous responses in reality; a predilection for the proximate and familiar; design configurations of short-term expatriate visits and inpatriates; cumulating in ongoing inpatriate acculturisation and re-acculturation oscillation. Consequently, the implication is that the SME needs a HR practices encompassing resignation to the situation, flexibility and resilience in order to survive and progress.en
dc.language.isoen_USen
dc.publisherTaylor and Francisen
dc.subjectacculturisationen
dc.subjectHR practicesen
dc.subjectinpatriatesen
dc.subjectSMEen
dc.subjecttalent managementen
dc.titleManaging talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaborationen
dc.typeArticleen
dc.identifier.doihttp://dx.doi.org/10.1080/09585192.2015.1074090
dc.peerreviewedYesen
dc.funderN/Aen
dc.projectidN/Aen
dc.cclicenceCC-BY-NCen
dc.date.acceptance2015-10-19en
dc.researchinstituteCentre for Enterprise and Innovation (CEI)en


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