Dear AIB colleague-

Kindly arrange to circulate the following SI CfPs on Talent Management in
the IJHRM. The revised deadline is now 15th June 2020.

Evaluating Talent Management in Emerging Market Economies: Societal, Firm
and Individual Perspectives

Link to CfPs-


   Submission Deadline: June 15, 2020

   Revised article deadline (first round): *December 1, 2020     *

   Revised article deadline (second round): *May 2021*

   Deadline to the publishers: *July 2021*

   Editorial Information

Vijay Pereira, (PhD): Associate Professor of Strategic and International
HRM at Khalifa University, UAE.

David Collings: Professor of Human Resource Management and Associate Dean
for Research at Dublin City University, Ireland.

Geoffrey Wood: Professor of International Business and Dean of Essex
Business School, UK.

Kamel Mellahi, (PhD): Senior editor for JWB and associate editor for BJM
and JMD and sits on a number of editorial boards including JIBS, HRMJ,
among others.

The objective of the special issue is to advance our understanding of
talent management in emerging market economies. As we outline below,
emerging economies are important players in the global economy, and while
there is considerable diversity across the economies there is little doubt
that the institutional and cultural realities of doing business in these
economies is different to the western context from when many of the key
theories underpinning talent management have been developed. The special
issue intends to consider key questions at societal, firm and individual
levels in the emerging market context.

A core characteristic of emerging markets is that they are countries with a
low level of material well-being and income on the one hand, but on the
other hand, many are experiencing rapid growth. However, the relationship
between macro-economic policy prescriptions and growth remains uncertain,
probably due to the importance of micro-economic and related factors
(Edwards, 1993; Popov, 2018). Between 2004 to 2014 outward foreign direct
investment (OFDI) from emerging markets (EM) increased by 317 percent
compared to the preceding decade (Luo and Zhang, 2016). The World Bank
defines emerging economies as those that have a Gross National Income per
capita of less than US$ 11,905 (Marquis and Raynard, 2015).  Another
characteristic of developing markets is institutional fluidity, which means
businesses rely more intensively on a relational-based strategy and invest
heavily in developing relationships and business networks (Meyer and Peng,
2016; Luo and Zhang, 2016; Wood and Frynas, 2005).

Emerging markets multinational enterprises (EMNE) have distinct
characteristics from their developed country counterparts (Pereira & Malik,
2018). We have, over the last two decades, witnessed the rise of newer
globally renowned and established EMNEs such as Huawei, Lenovo, Cemex, Tata
which have become global blue chip organizations (Munjal, Budhwar and
Pereira, 2018). There is increasing recognition that the success of these
global EMNEs largely depends on their talent pool i.e. their human capital
and human resources management. However, little is known about how talent
is managed at different levels i.e. at macro (country level), meso
(industry level) and micro (organisation level), within emerging

The nature of labour markets is also distinct in emerging markets (see
contributions in Vaiman, Sparrow, Schuler & Collings, 2018). In the Middle
East, for example, governments invested heavily in nurturing local talent,
but for demographic, cultural and ideological reasons the labour markets
still rely on expatriate talent at both the higher and lower end of the
economy and like in many other emerging markets, social networks are
central to accessing employment opportunities (see Budhwar, Pereira,
Mellahi and Singh, 2018). Many emerging economies further suffer from brain
drain as the best and brightest employees often migrate to developed
economies in search of opportunities (Cooke, 2018). In China, India and
Malaysia employers rely on external labour markets, as opposed to internal
development, for talent and high levels of talent poaching amongst firms,
mean that firms are not incentivised to invest in talent (Zheng, Soosay &
Hyland, 2007; Cooke, Saini &Wang, 2014).

These trends highlight the importance of understanding talent management at
the societal, firm and individual levels (Collings, Mellahi & Cascio, 2019)
in the context of emerging markets.  Indeed, it has been recognised that
talent management challenges are more acute and more complex in the
emerging markets (Cooke, 2018; Yeung, Warner and Rowley, 2008). Talent
management is increasingly recognised as an important management technique
globally (Cappelli, 2008; Collings, Scullion and Vaiman, 2011). Collings
and Mellahi (2009) suggest effective talent management involves the
systematic identification of the critical positions that have the greatest
impact on competitive advantage, developing talent pools of high performing
and high potential individuals that can fill these positions and then
utilising a differentiated HR architecture to facilitate the
identification, motivation, development and overall management of these
talent. While this has become the most widely adopted definition to talent
management, it is interesting to consider how applicable this definition
might be in the context of emerging markets.

Based on the above discussion, this special issue therefore encourages
submissions from a broad range of perspectives at individual, firm and
country level of analysis that address questions around talent management
in the context of emerging markets. We welcome submissions from a range of
methodological perceptive and particularly encourage multi-level analyses.

*Country level*

   - What impact does state ownership/intervention have on talent
   management in emerging markets?
   - To what extent are talent management practices converging versus
   diverging in emerging markets?
   - How do local labour market conditions impact on talent management in
   emerging economies?
   - How do immigration policies impact on talent availability?
   - How are educational systems evolving in emerging markets in response
   to evolving talent requirements at firm level?

 *Firm level*

   - How does talent management contribute to performance in emerging
   - How do emerging market multinationals balance global standardization
   versus local implementation of talent management?
   - How are emerging market firms adapting to emerging talent trends such
   as the gig economy and a more open global talent market?
   - How do emerging market firms engage with key stakeholders in building
   talent capability in the local context?
   - What are the ethical issues and organizational responsibilities in
   talent management in emerging markets?

*Individual level*

   - What are the career expectations of talent in emerging markets?
   - What factors determine the attractiveness of employers amongst
   employees in emerging markets?
   - How can we understand the motivations of high talent diaspora in
   returning to their home countries?

-Associate Professor Vijay Pereira (Ph.D)
*Khalifa University, Abu Dhabi, UAE*
*Ex-Associate Dean (Research) Australian University of Wollongong, Dubai
*Elected Vice-President- Academy of International Business- MENA *
*Elected Secretary- Indian Academy of Management*
*Adjunct Full Professor- University of South Pacific, Fiji *
*Visiting Scholar- Universities of Manchester and Portsmouth, United
Kingdom *
*Scopus Author ID: 37108422900, ORCID iD:
*Associate Editor* (Strategic Management and Organisation Behaviour) - *Journal
of Business Research* (ABS3*, ABDC 'A')
*Editorial Board:* *Production and Operations Management Society
Journal *(ABS4*,
ABDC 'A*'); *International Journal of HRM*  (ABS3*, ABDC 'A'), *Asia
Pacific Journal of Management * (ABS3*, ABDC 'A')

AIB-L is brought to you by the Academy of International Business.
For information:
To post message: [log in to unmask]
For assistance:  [log in to unmask]
AIB-L is a moderated list.