Global Talent Management: Challenges, Strategies, and by Akram Al Ariss

By Akram Al Ariss

This booklet bridges the study and perform of world expertise administration. It opens very important theoretical and functional avenues to appreciate the idea that the world over whereas concentrating on constructing and rising international locations. Chapters derive from a number of geographic areas and embody cross-national, comparative, and interdisciplinary views. An open and inclusive strategy is utilized in assessing the demanding situations of world expertise administration, options to beat those demanding situations, and in charting possibilities for destiny expertise administration. those 3 dimensions are the most important to educational researchers and enterprise practitioners for envisioning a good destiny position of expertise administration in companies and societies. ​

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Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304–313. Dries, N. (2013). The psychology of talent management: A review and research agenda. Human Resource Management Journal, 23(4), 272–285. , & Sparrow, P. (2010). The role of the corporate HR function in global talent management. Journal of World Business, 45(2), 161–168. Ferris, G. , Buckley, M. , & Allen, G. M. (1992). Promotion systems in organizations. Human Resource Planning, 15(3), 47–68.

When all employees—both regular and contingent—are seen as current and potential sources and conduits of knowledge and expertise for useful application within the organization, the perceived responsibility of HR functional policies and practices in attracting, developing, motivating, and retaining this talent grows dramatically in strategic importance. Smart Global Talent Management: A Promising Hybrid 35 Unfortunately, in many large multinational organizations this strategic importance is not adequately appreciated, and there is a lack of coordination and consistency across national borders and especially among such HR functions as staffing, training, performance management/appraisal, and compensation, which interferes with the potential benefit of effective knowledge management.

Choi, D. Y. (2005). The shortcomings of a standardized global knowledge management system: The case study of Accenture. Academy of Management Executive, 19(2), 81–84. Prahalad, C. , & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79–91. Ryan, S. , Windsor, J. , & Prybutok, V. R. (2010). Organizational practices that foster knowledge sharing: Validation across distinct national cultures. Informing Science: The International Journal of an Emerging Transdiscipline, 13, 139–164.

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