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Global talent management: New challenges for the corporate HR function

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSNChapter (peer-reviewed)

Published

Standard

Global talent management : New challenges for the corporate HR function. / Farndale, Elaine; Sparrow, Paul Ronald; Scullion, Hugh; Vidovic, Maja.

Global Talent Management . ed. / David Collings; Hugh Scullion; Paula Caliguiri. 2nd Ed. ed. London : Routledge, 2018. p. 92-111.

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSNChapter (peer-reviewed)

Harvard

Farndale, E, Sparrow, PR, Scullion, H & Vidovic, M 2018, Global talent management: New challenges for the corporate HR function. in D Collings, H Scullion & P Caliguiri (eds), Global Talent Management . 2nd Ed. edn, Routledge, London, pp. 92-111.

APA

Farndale, E., Sparrow, P. R., Scullion, H., & Vidovic, M. (2018). Global talent management: New challenges for the corporate HR function. In D. Collings, H. Scullion, & P. Caliguiri (Eds.), Global Talent Management (2nd Ed. ed., pp. 92-111). Routledge.

Vancouver

Farndale E, Sparrow PR, Scullion H, Vidovic M. Global talent management: New challenges for the corporate HR function. In Collings D, Scullion H, Caliguiri P, editors, Global Talent Management . 2nd Ed. ed. London: Routledge. 2018. p. 92-111

Author

Farndale, Elaine ; Sparrow, Paul Ronald ; Scullion, Hugh ; Vidovic, Maja. / Global talent management : New challenges for the corporate HR function. Global Talent Management . editor / David Collings ; Hugh Scullion ; Paula Caliguiri. 2nd Ed. ed. London : Routledge, 2018. pp. 92-111

Bibtex

@inbook{ea1bac44ac6e40fc9a76923803259998,
title = "Global talent management: New challenges for the corporate HR function",
abstract = "Although GTM is highly visible in management practice, its activity and scope are less well understood and there remains some debate over the meanings, challenges and future vision of GTM. It has become a topical issue both for research and practice as competition between employers has become more generic and has shifted from the country level to the regional and global levels. However, the role of the Corporate Human Resource (CHR) function in MNCs has until recently been largely neglected in the international HRM literature. The chapter examines the challenges faced by the CHR function in managing talent on a global basis. It expands upon the emergent roles for the function and discusses four of these roles derived from the extant literature (champion of processes, guardian of culture, network leadership and intelligence, and managers of internal receptivity). It explores how these roles support GTM in MNCs. The chapter examines the importance of the context in which a firm is operating in order to understand better how these roles might play out in reality. It identifies the key issues that need to be addressed to advance our understanding of the theory and practice of GTM and the implications for CHR in the context of the rise of emerging markets.",
keywords = "Global Talent Management, Corporate function, MNC",
author = "Elaine Farndale and Sparrow, {Paul Ronald} and Hugh Scullion and Maja Vidovic",
year = "2018",
month = oct
day = "29",
language = "English",
isbn = "9781138712454",
pages = "92--111",
editor = "David Collings and Hugh Scullion and Paula Caliguiri",
booktitle = "Global Talent Management",
publisher = "Routledge",
edition = "2nd Ed.",

}

RIS

TY - CHAP

T1 - Global talent management

T2 - New challenges for the corporate HR function

AU - Farndale, Elaine

AU - Sparrow, Paul Ronald

AU - Scullion, Hugh

AU - Vidovic, Maja

PY - 2018/10/29

Y1 - 2018/10/29

N2 - Although GTM is highly visible in management practice, its activity and scope are less well understood and there remains some debate over the meanings, challenges and future vision of GTM. It has become a topical issue both for research and practice as competition between employers has become more generic and has shifted from the country level to the regional and global levels. However, the role of the Corporate Human Resource (CHR) function in MNCs has until recently been largely neglected in the international HRM literature. The chapter examines the challenges faced by the CHR function in managing talent on a global basis. It expands upon the emergent roles for the function and discusses four of these roles derived from the extant literature (champion of processes, guardian of culture, network leadership and intelligence, and managers of internal receptivity). It explores how these roles support GTM in MNCs. The chapter examines the importance of the context in which a firm is operating in order to understand better how these roles might play out in reality. It identifies the key issues that need to be addressed to advance our understanding of the theory and practice of GTM and the implications for CHR in the context of the rise of emerging markets.

AB - Although GTM is highly visible in management practice, its activity and scope are less well understood and there remains some debate over the meanings, challenges and future vision of GTM. It has become a topical issue both for research and practice as competition between employers has become more generic and has shifted from the country level to the regional and global levels. However, the role of the Corporate Human Resource (CHR) function in MNCs has until recently been largely neglected in the international HRM literature. The chapter examines the challenges faced by the CHR function in managing talent on a global basis. It expands upon the emergent roles for the function and discusses four of these roles derived from the extant literature (champion of processes, guardian of culture, network leadership and intelligence, and managers of internal receptivity). It explores how these roles support GTM in MNCs. The chapter examines the importance of the context in which a firm is operating in order to understand better how these roles might play out in reality. It identifies the key issues that need to be addressed to advance our understanding of the theory and practice of GTM and the implications for CHR in the context of the rise of emerging markets.

KW - Global Talent Management

KW - Corporate function

KW - MNC

M3 - Chapter (peer-reviewed)

SN - 9781138712454

SP - 92

EP - 111

BT - Global Talent Management

A2 - Collings, David

A2 - Scullion, Hugh

A2 - Caliguiri, Paula

PB - Routledge

CY - London

ER -