*THUNDERBIRD INTERNATIONAL BUSINESS REVIEW**
**CALL FOR PAPERS**
**STRATEGIC TALENT MANAGEMENT IN EMERGING MARKET**S*
Papers should be submitted by March 31, 2015
Guest Editors:
Keith W. Glaister, Professor
Warwick Business School
University of Warwick, UK
Mohammad Faisal Ahammad, PhD
Nottingham Business School
Nottingham Trent University, UK
Riikka M. Sarala, PhD
Bryan School of Business and Economics
University of North Carolina, Greensboro, USA
Alison J. Glaister, PhD
Aston Business School
Aston University, UK
Since a group of McKinsey consultants coined the phrase the "War for
Talent" in 1997 (Axelrod, Handfield-Jones, & Michaels, 2002), academic
and practitioner interest in strategic talent management continues to
grow and business leaders consider the search for talented people as the
single most important managerial preoccupation for this decade
(Deloitte, 2010; Guthridge, Komm, & Lawson, 2008). Strategic talent
management is defined as 'activities and processes that involve the
systematic identification of key positions which differentially
contribute to the organisation's sustainable competitive advantage, the
development of a talent pool of high potential and high performing
incumbents to fill these roles, and the development of a differentiated
human resource architecture to facilitate filling these positions with
competent incumbents and to ensure their continued commitment to the
organisation' (Collings & Mellahi, 2009, p.304). Strategic talent
management offers a distinct approach to the management of human
resources and a response to the changes occurring in a turbulent
operating environment, a means of improving firm performance (Joyce and
Slocum, 2012), reducing employee turnover (Ballinger, Craig, Cross and
Gray, 2011) and achieving sustainable competitive advantage (Iles,
Priest and Chuai, 2010; Chatman, O'Reilly and Chang, 2005).
While the interest in talent management is growing (see for example
Oltra and Lopez, 2013; Minbaeva and Collings, 2013; Joyce and Slocum,
2012;Guerci and Solari, 2012), the current assumptions and concepts in
the strategic talent management literature are strongly embedded in the
context of multinational, private, and US-based organizations, and may
not be appropriate for describing and examining talent management in
organizations operating in emerging market contexts (Collings et al.,
2011), Consequently, further research is required from different
perspectives and traditions.
The growing importance of emerging economies has led to an upsurge of
strategy research on the topic (Wright, Filatotchev, Hoskisson, & Peng,
2005); however, research on strategic talent management has not kept
pace with the research on multinational companies (MNCs) from emerging
economies. While there has been an accelerated interest in emerging
markets and emerging market MNCs studies in recent special issues in
international business/management journals focus on
internationalization, market entry strategy, and location choice aspects
(Luo & Tung, 2007; Aulakh, 2007). It is widely agreed that the
motivations behind emerging market MNC' international operations,
particularly in developed markets, are related to capability building.
Strategic talent management, therefore, can play a crucial role in
building absorptive capacity, which helps firms develop ability to
recognize the value of new information, assimilate it, and apply it to
commercial ends. In addition, strategic talent management may facilitate
reverse knowledge transfer to emerging market multinationals' other
subsidiaries and play crucial role in the success of the firm in diverse
cultural environments.
Although strategic talent management has been investigated by scholars
from a variety of theoretical perspectives (see, for example, Scholz,
2012), practitioners, researchers and teaching academics are still in
need of case studies and empirical research from emerging markets that
examine the relevance, successes, and failures of particular talent
management practices and strategies. Research needs to address the
question of how organizations actually define talent in emerging market
context and the roles and impact of various stakeholders, beyond HR and
management, on talent management policy and practice. While employee
retention strategies were investigated in a developed country context
(Ahammad, Glaister, Weber and Tarba, 2012), talent retention strategies
in the emerging market context received limited attention. Moreover,
research needs to distinguish any attributional tendencies (Vaara,
Junni, Sarala, Ehrnrooth, & Koveshnikov, 2013) in the managerial
determination of the effectiveness of strategic talent management in the
emerging market context. Gaining insight into these issues will not only
help advance strategic talent management as a field of academic study,
but will also provide practitioners with the insight and ideas to handle
strategic talent management issues faced by their organizations.
The purpose of this special issue is therefore to generate a collection
of papers on how emerging market companies understand the concept of
talent management and how they plan and execute strategic talent
management initiatives. This special issue should foster additional
conversation on this important subject among academics and practitioners
alike. Moreover, it should provide ideas for best practice
implementation across different cultural contexts, and case material for
executive education, as well as catalyze further cross-disciplinary study.
This special issue seeks to contribute to the emerging body of
literature on strategic talent management through publishing articles
with fresh insights, particularly on the varieties of talent management
strategies encountered in emerging market contexts. This special issue
encourages submissions on the following themes and approaches:
* What makes emerging market multinationals different in terms of
strategic talent management?
* Emerging market multinationals' talent management practices in
developed and developing country subsidiaries.
* International acquisitions of emerging market multinationals and
strategic talent management such as talent identification and
retention strategies.
* Emerging market multinationals and strategic talent management's
role in reverse knowledge transfer.
* Role of managerial attributions in shaping an understanding of
talent management, the implementation of talent management systems
and the effectiveness of talent management systems within the
emerging market context.
* Strategic talent management practices in private and state-owned
organizations.
* Articles that help bridge the gap between theory and practice by
providing both practical implications of empirical research on
emerging market MNCs and capture leading examples of
practitioner-initiated strategic talent management via theoretically
grounded case studies.
References:
Ahammad, M. F., Glaister, K. W., Weber, Y. and Tarba, S. Y. (2012) Top
management retention in cross-border acquisitions: the roles of
financial incentives, acquirer's commitment and autonomy. European
Journal International Management, 6(4), 458-480.
Aulakh, P. S. (Ed.) (2007) Special issue on emerging market
multinationals from developing economies: motivations, paths, and
performance, Journal of International Management, 13(3), 235-402.
Axelrod, B., Handfield-Jones, H., & Michaels, E. (2002) A new game plan
for C players, Harvard Business Review, January, 81--88.
Ballinger, G., Craig, E., Cross, R. and Gray, P. (2011) A Stitch in
Time Saves Nine: Leveraging Networks to Reduce the Costs of Turnover,
California Management Review, 53(4), 111-133.
Chatman, J., O'Reilly, C. and Chang, V. (2005) Cisco Systems: Developing
a Human Capital Strategy, California Management Review, 47(2), 137-167.
Collings, D. G., & Mellahi, K. (2009) Strategic talent management: A
review and research agenda, Human Resource Management Review, 19(4),
304--313. Collings, D. G., Scullion, H., & Vaiman, V. (2011) European
perspectives on talent management, European Journal of International
Management, 5(5), 453--462.
Deloitte (2010) Talent edge 2020: Blueprints for the new normal.
Accessed on 12 June 2013. Available at:
http://www.deloitte.com/assets/dcom-unitedstates/local%20assets/documents/imos/talent/us_talentedge2020_121710.pdf
Guerci, M. and Solari, L. (2012) Talent management practices in
Italy-implications for human resource development. Human Resource
Development International, 15(1), 25-41.
Guthridge, M., Komm, A. B., & Lawson, E. (2008) Making talent a
strategic priority, McKinsey Quarterly, Issue. 1, 48--59.
Iles, P., Preece, D., & Chuai, X. (2010) Talent management as a
management fashion in HRD: Towards a research agenda, Human Resource
Development International, 13(2), 125--145.
Joyce, W. and Slocum, J. (2012) Top management talent, strategic
capabilities, and firm performance. Organizational Dynamics, 41, 183-193.
Luo, Y. & Tung, R. (2007) International expansion of emerging market
enterprises: A springboard perspective. Journal of International
Business Studies, 38(4), 481-498.
Minbaeva, D. and Collings, D. (2013) Seven myths of global talent
management. The International Journal of Human Resource Management,
24(9), 1762-1776.
Oltra, V. and Lopez, S. (2013) Boosting organizational learning through
team-based talent management: what is the evidence from large Spanish
firms? The International Journal of Human Resource Management, 24(9),
1853-1871.
Scholz, T. M. (2012) Talent Management in the Video Game Industry: The
Role of Cultural Diversity and Cultural Intelligence. Thunderbird
International Business Review, 54(6), 845-858.
Vaara, E., Junni, P., Sarala, R. M., Ehrnrooth, M. and Koveshnikov, A.
(2013), Attributional tendencies in cultural explanations of M&A
performance. Strategic Management Journal (forthcoming).
Wright, M., Filatotchev, I., Hoskisson, R. E. and Peng, M. W. (2005)
Strategy research in emerging economies: challenging the conventional
wisdom. Journal of Management Studies, 42, 1-33.
Wright, P. M., Dunford, B. B., & Snell, S. A. (2001) Human resources and
the resource based view of the firm, Journal of Management, 27(6), 701--721.
About the guest editors:
Keith W. Glaister
Professor of International Strategic Management. Keith W. Glaister
joined Warwick business school in July 2013. Professor Glaister joined
from the University of Sheffield where he was Dean of the Management
School from 2005. As a leading researcher in the field of international
strategic management, he has published 5 books and over 80 articles and
book chapters. His main research focuses on the analysis of formation,
partner selection, management and performance of international joint
ventures and strategic alliances. Prof. Glaister has published in
Strategic Management Journal, Journal of World Business, Journal of
Management Studies, Organization Studies, British Journal of Management,
Management International Review, and others. He is an Editorial Board
member of the British Journal of Management and several other journals.
He was recently re-elected to be a member of the Council of the British
Academy of Management.
Mohammad F. Ahammad
Dr Ahammad is a senior lecturer at Nottingham Business School,
Nottingham Trent University, UK. Dr Ahammad is an active researcher in
the field of international business strategy, in particular, in the area
of cross border mergers and acquisitions (M&As) on which he holds a PhD
degree from the University of Sheffield. Dr. Ahammad has published his
research studies in Human Resource Management (USA), International
Business Review, International Studies of Management & Organization,
European Journal of International Management, and others. He currently
serves as a guest-editor for the special issue on cross-cultural
collaboration at International Studies of Management & Organization.
Riikka M. Sarala
Dr. Sarala is an assistant professor of international business at
University of North Carolina, Greensboro. Her research focuses on the
socio-cultural integration process of mergers and acquisitions and on
the management of knowledge and innovation in multinational
corporations. Dr Sarala has published in Strategic Management Journal,
Journal of Management Studies, Journal of International Business
Studies, Academy of Management Perspectives, Academy of Management
Learning & Education, Thunderbird International Business Review, and others.
Alison J. Glaister
Dr. Glaister is Lecturer in Strategic Human Resource Management at Aston
Business School, Aston University, UK. She holds a PhD from the
University of Leeds. She has over ten years industry experience in the
private, public and voluntary sectors, working in roles that focused on
international CRM and economic regeneration initiatives including:
employability, new business start-ups, business diversification and
export mentoring. Dr. Glaister is an active researcher in the field of
strategic human resource management and her research interests include
the development of international talent management systems, the impact
of international business strategy on the HR transformation 'project',
the evolving role of the HR professional and progress towards strategic
partnership.
Thunderbird International Business Review
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--
With my very best regards,
Dr. Riikka M. Sarala
Assistant Professor of International Business
378 Bryan Building
Bryan School of Business and Economics
Department of Management
University of North Carolina at Greensboro
PO Box 26170, Greensboro, NC 27402-6170
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