Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

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dc.contributor.author Stokes, Peter en
dc.contributor.author Liu, Yipeng en
dc.contributor.author Smith, Simon en
dc.contributor.author Leidner, Sarah en
dc.contributor.author Moore, Neil en
dc.contributor.author Rowland, Caroline en
dc.date.accessioned 2017-08-08T15:13:05Z
dc.date.available 2017-08-08T15:13:05Z
dc.date.issued 2015-10-19
dc.identifier.citation Stokes, 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. 2310-2338 en
dc.identifier.uri http://hdl.handle.net/2086/14382
dc.description The 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.abstract Abstract 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.iso en_US en
dc.publisher Taylor and Francis en
dc.subject acculturisation en
dc.subject HR practices en
dc.subject inpatriates en
dc.subject SME en
dc.subject talent management en
dc.title Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration en
dc.type Article en
dc.identifier.doi http://dx.doi.org/10.1080/09585192.2015.1074090
dc.peerreviewed Yes en
dc.funder N/A en
dc.projectid N/A en
dc.cclicence CC-BY-NC en
dc.date.acceptance 2015-10-19 en


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