1932

Abstract

Global talent management (GTM) refers to management activities in a multinational enterprise (MNE) that focus on attracting, motivating, deploying, and retaining high performing and/or high potential employees in strategic roles across a firm's global operations. Despite the critical importance for individual and firm outcomes, scholarly analysis and understanding lack synthesis, and there is limited evidence that MNEs are managing their talent effectively on a global scale. In this article, we review the GTM literature and identify the challenges of implementing GTM in practice. We explore how GTM is aligned with MNE strategy, examine how talent pools are identified, and highlight the role of global mobility. We discuss GTM at the macro level, including the exogenous factors that impact talent management and the outcomes of GTM at various levels. Finally, we identify some emerging challenges and opportunities for the future of GTM.

Loading

Article metrics loading...

/content/journals/10.1146/annurev-orgpsych-111821-033121
2024-01-22
2024-05-01
Loading full text...

Full text loading...

/deliver/fulltext/organ/11/1/annurev-orgpsych-111821-033121.html?itemId=/content/journals/10.1146/annurev-orgpsych-111821-033121&mimeType=html&fmt=ahah

Literature Cited

  1. Aguinis H, O'Boyle E Jr. 2014. Star performers in twenty-first century organizations. Pers. Psychol. 67:2313–50
    [Google Scholar]
  2. Aguinis H, O'Boyle E Jr., Gonzalez-Mulé E, Joo H. 2016. Cumulative advantage: conductors and insulators of heavy-tailed productivity distributions and productivity stars. Pers. Psychol. 69:13–66
    [Google Scholar]
  3. Allen DG, Vardaman JM 2021. Global Talent Retention: Understanding Employee Turnover Around the World West Yorkshire, UK: Emerald Publ
  4. Andersson U, Forsgren M, Holm U. 2001. Subsidiary embeddedness and competence development in MNCs: a multi-level analysis. Organ. Stud. 22:61013–34
    [Google Scholar]
  5. Asgari E, Hunt RA, Lerner DA, Townsend DM, Hayward ML, Kiefer K. 2021. Red giants or black holes? The antecedent conditions and multilevel impacts of star performers. Acad. Manag. Ann. 15:1223–65
    [Google Scholar]
  6. Bartlett CA, Ghoshal S. 1989. Managing Across Borders: The Transnational Solution Boston: Harvard Bus. Sch. Press, 2nd ed.
  7. Beck JW, Beatty AS, Sackett PR. 2014. On the distribution of job performance: the role of measurement characteristics in observed departures from normality. Pers. Psychol. 67:3531–66
    [Google Scholar]
  8. Becker BE, Huselid MA. 2006. Strategic human resources management: Where do we go from here?. J. Manag. 32:6898–925
    [Google Scholar]
  9. Becker BE, Huselid MA, Beatty RW. 2009. The Differentiated Workforce: Translating Talent into Strategic Impact Boston: Harvard Bus. Press
  10. Björkman I, Ehrnrooth M, Mäkelä K, Smale A, Sumelius J. 2013. Talent or not? Employee reactions to talent identification. Hum. Resour. Manag. 52:2195–214
    [Google Scholar]
  11. Björkman I, Smale A, Sumelius J, Suutari V, Lu Y. 2008. Changes in institutional context and MNC operations in China: subsidiary HRM practices in 1996 versus 2006. Int. Bus. Rev. 17:2146–58
    [Google Scholar]
  12. Bonneton D, Schworm SK, Festing M, Muratbekova-Touron M. 2022. Do global talent management programs help to retain talent? A career-related framework. Int. J. Hum. Resour. Manag. 33:2203–38
    [Google Scholar]
  13. Bowman C, Hird M. 2014. A resource-based view of talent management. Strategic Talent Management: Contemporary Issues in International Context P Sparrow, H Scullion, I Tarique 73–86 Cambridge, UK: Cambridge Univ. Press
    [Google Scholar]
  14. Browne O. 2020. How Covid-19 has affected global mobility. ECA International Aug. 11. https://www.eca-international.com/insights/articles/august-2020/how-covid-19-has-affected-global-mobility
    [Google Scholar]
  15. Caligiuri P. 2023. Development of cultural agility competencies through global mobility. J. Glob. Mobil. 11:2145–58
    [Google Scholar]
  16. Caligiuri P, Caprar DV. 2022. Becoming culturally agile: effectively varying contextual responses through international experience and cross-cultural competencies. Int. J. Hum. Resour. Manag. 34:122429–50
    [Google Scholar]
  17. Caligiuri P, De Cieri H, Minbaeva D, Verbeke A, Zimmermann A. 2020. International HRM insights for navigating the COVID-19 pandemic: implications for future research and practice. J. Int. Bus. Stud. 51:697–713
    [Google Scholar]
  18. Caligiuri P, Mencin A, Jayne B, Traylor A. 2019. Developing cross-cultural competencies through international corporate volunteerism. J. World Bus. 54:114–23
    [Google Scholar]
  19. Caligiuri P, Tarique I. 2016. Cultural agility and international assignees’ effectiveness in cross-cultural interactions. Int. J. Train. Dev. 20:4280–89
    [Google Scholar]
  20. Call ML, Nyberg AJ, Thatcher S. 2015. Stargazing: an integrative conceptual review, theoretical reconciliation, and extension for star employee research. J. Appl. Psychol. 100:3623–40
    [Google Scholar]
  21. Cappelli P. 2008. Talent on Demand: Managing Talent in an Age of Uncertainty Boston: Harvard Bus. Sch. Press
  22. Cappelli P, Keller JR. 2014. Talent management: conceptual approaches and practical challenges. Annu. Rev. Organ. Psychol. Organ. Behav. 1:305–31
    [Google Scholar]
  23. Cappelli P, Keller JR. 2017. The historical context of talent management. The Oxford Handbook of Talent Management DG Collings, K Mellahi, WF Cascio 23–40 Oxford, UK: Oxford Univ. Press
    [Google Scholar]
  24. Carpenter MA, Sanders WG, Gregersen HB. 2001. Bundling human capital with organizational context: the impact of international assignment experience on multinational firm performance and CEO pay. Acad. Manag. J. 44:3493–511
    [Google Scholar]
  25. Cascio WF. 2006. Global performance management systems. Handbook of Research in International Human Resource Management I Björkman, GK Stahl 176–96 Cheltenham, UK: Edward Elgar
    [Google Scholar]
  26. Cascio WF, Boudreau JW. 2016. The search for global competence: from international HR to talent management. J. World Bus. 51:1103–14
    [Google Scholar]
  27. Cerdin J-L, Brewster C. 2014. Talent management and expatriation: bridging two streams of research and practice. J. World Bus. 49:245–52
    [Google Scholar]
  28. Chung CC, Park HY, Lee JY, Kim K. 2015. Human capital in multinational enterprises: Does strategic alignment matter?. J. Int. Bus. Stud. 46:806–29
    [Google Scholar]
  29. Collings DG. 2014. Toward mature talent management: beyond shareholder value. Hum. Resour. Dev. Q. 25:3301–19
    [Google Scholar]
  30. Collings DG, McDonnell A, Gunnigle P, Lavelle J. 2010. Swimming against the tide: outward staffing flows from multinational subsidiaries. Hum. Resour. Manag. 49:4575–98
    [Google Scholar]
  31. Collings DG, McMackin J. 2021. The practices that set learning organizations apart. MIT Sloan Manag. Rev 62:45459
    [Google Scholar]
  32. Collings DG, Mellahi K. 2009. Strategic talent management: a review and research agenda. Hum. Resour. Manag. Rev. 19:4304–13
    [Google Scholar]
  33. Collings DG, Mellahi K, Cascio WF. 2019. Global talent management and performance in multinational enterprises: a multilevel perspective. J. Manag. 45:2540–66
    [Google Scholar]
  34. Collings DG, Minbaeva DB. 2021. Building microfoundations for talent management. The Routledge Companion to Talent Management I Tarique 32–43 New York: Routledge
    [Google Scholar]
  35. Collings DG, Sheeran R. 2020. Research insights: global mobility in a post-covid world. Ir. J. Manag. 39:277–84
    [Google Scholar]
  36. Cooke FL, Saini DS, Wang J. 2014. Talent management in China and India: a comparison of management perceptions and human resource practices. J. World Bus. 49:2225–35
    [Google Scholar]
  37. Dastin J. 2018. Amazon scraps secret AI recruiting tool that showed bias against women. Reuters Oct. 11. https://www.reuters.com/article/us-amazon-com-jobs-automation-insight-idUSKCN1MK08G
    [Google Scholar]
  38. De Boeck G, Meyers MC, Dries N. 2018. Employee reactions to talent management: assumptions versus evidence. J. Organ. Behav. 39:2199–213
    [Google Scholar]
  39. Dragoni L, Oh I-S, Tesluk PE, Moore OA, VanKatwyk P, Hazucha J. 2014. Developing leaders’ strategic thinking through global work experience: the moderating role of cultural distance. J. Appl. Psychol. 99:5867–82
    [Google Scholar]
  40. Earley PC. 2002. Redefining interactions across cultures and organizations: moving forward with cultural intelligence. Res. Org. Behav. 24:271–99
    [Google Scholar]
  41. Edström A, Galbraith JR. 1977. Transfer of managers as a coordination and control strategy in multinational organizations. Adm. Sci. Q. 22:2248–63
    [Google Scholar]
  42. Evans P, Rodriguez-Montemayor E, Lanvin B. 2021. Talent competitiveness: a framework for macro talent management. The Routledge Companion to Talent Management I Tarique 109–126 New York: Routledge
    [Google Scholar]
  43. Ewerlin D. 2013. The influence of global talent management on employer attractiveness: an experimental study. Ger. J. Hum. Resour. Manag. 27:3279–304
    [Google Scholar]
  44. Express Employment Professionals 2022. Many U.S. companies find productivity not negatively impacted by remote work. American Employed Dec. 14. www.expresspros.com/Newsroom/America-Employed/Many-US-Companies-Find-Productivity-Not-Negatively-Impacted-by-Remote-Work.aspx?&referrer=http://www.expresspros.com/americaemployed/
    [Google Scholar]
  45. EY 2021. More than half of employees globally would quit their jobs if not provided postpandemic flexibility, EY survey finds Press Release, EY May 12. https://www.ey.com/en_us/news/2021/05/more-than-half-of-employees-globally-would-quit-their-jobs-if-not-provided-post-pandemic-flexibility-ey-survey-finds
  46. Farh CIC, Bartol KM, Shapiro DL, Shin J. 2010. Networking abroad: a process model of how expatriates form support ties to facilitate adjustment. Acad. Manag. Rev. 35:3434–54
    [Google Scholar]
  47. Farndale E, Pai A, Sparrow P, Scullion H. 2014. Balancing individual and organizational goals in global talent management: a mutual-benefits perspective. J. World Bus. 49:2204–14
    [Google Scholar]
  48. Farndale E, Scullion H, Sparrow P. 2010. The role of the corporate HR function in global talent management. J. World Bus. 45:2161–68
    [Google Scholar]
  49. Farndale E, Thite M, Budhwar P, Kwon B. 2021. Deglobalization and talent sourcing: cross-national evidence from high-tech firms. Hum. Resour. Manag. 60:2259–72
    [Google Scholar]
  50. Feldman DC, Bolino MC. 1999. The impact of on-site mentoring on expatriate socialization: a structural equation modeling approach. Int. J. Hum. Resour. Manag. 10:154–71
    [Google Scholar]
  51. Franzino M, Guarino A, Binvel Y, Laouchez J-M. 2023. The $8.5 trillion talent shortage Rep. Korn Ferry This Week Leadersh. LA:
  52. Furuya N, Stevens MJ, Bird A, Oddou G, Mendenhall M. 2009. Managing the learning and transfer of global management competence: antecedents and outcomes of Japanese repatriation effectiveness. J. Int. Bus. Stud. 40:2200–15
    [Google Scholar]
  53. Galma K, Ruffino G, Roulet T. 2022. 4 experts on how leaders can best respond to a changing global landscape. World Economic Forum June 16. https://www.weforum.org/agenda/2022/06/young-global-leaders-lead-differently-changing-global-landscape/
    [Google Scholar]
  54. Garavan TN. 2012. Global talent management in science-based firms: an exploratory investigation of the pharmaceutical industry during the global downturn. Int. J. Hum. Resour. Manag. 23:122428–49
    [Google Scholar]
  55. Garavan TN, Morley MJ, Cross C, Carbery R, Darcy C. 2021. Tensions in talent: a micro practice perspective on the implementation of high potential talent development programs in multinational corporations. Hum. Resour. Manag. 60:273–93
    [Google Scholar]
  56. Grote D. 2005. Forced Ranking: Making Performance Management Work Boston: Harvard Bus. Sch. Press
  57. Harzing AW. 2000. An empirical analysis and extension of the Bartlett and Ghoshal typology of multinational companies. J. Int. Bus. Stud. 31:1101–20
    [Google Scholar]
  58. Harzing AW. 2001. Who's in charge? An empirical study of executive staffing practices in foreign subsidiaries. Hum. Resour. Manag. 40:2139–58
    [Google Scholar]
  59. Harzing AW. 2002. Of bears, bumble-bees, and spiders: the role of expatriates in controlling foreign subsidiaries. J. World Bus. 36:4366–79
    [Google Scholar]
  60. Huselid MA, Becker BE, Beatty RW. 2005. The Workforce Scorecard: Managing Human Capital to Execute Strategy Boston: Harvard Bus. Press
  61. Jokinen T, Brewster C, Suutari V. 2008. Career capital during international work experiences: contrasting self-initiated expatriate experiences and assigned expatriation. Int. J. Hum. Resour. Manag. 19:6979–98
    [Google Scholar]
  62. Jooss S, Burbach R, Ruël H. 2021. Examining talent pools as a core talent management practice in multinational corporations. Int. J. Hum. Resour. Manag. 32:112321–52
    [Google Scholar]
  63. Kabwe C, Okorie C. 2019. The efficacy of talent management in international business: the case of European multinationals. Thunderbird Int. Bus. Rev. 61:6857–72
    [Google Scholar]
  64. Kaliannan M, Darmalinggam D, Dorasamy M, Abraham M. 2023. Inclusive talent development as a key talent management approach: a systematic literature review. Hum. Resour. Manag. Rev. 33:100926
    [Google Scholar]
  65. Kehoe RR, Collings DG, Cascio WF. 2023. Simply the best? Star performers and high potential employees: critical reflections and a path forward for research and practice. Pers. Psychol. 76:2585–615
    [Google Scholar]
  66. Keller JR, Kehoe RR, Bidwell M, Collings D, Myer A 2021. In with the old? Examining when boomerang employees outperform new hires. Acad. Manage. J. 64:61654–84
    [Google Scholar]
  67. Khilji SE, Pierre R. 2021. Global macro talent management: an interdisciplinary approach. The Routledge Companion to Global Talent Management I Tarique 94–108 New York: Routledge
    [Google Scholar]
  68. Khilji SE, Schuler RS. 2017. Talent management in the global context. The Oxford Handbook of Talent Management D Collings, K Mellahi, W Cascio 399–419 Oxford, UK: Oxford Univ. Press
    [Google Scholar]
  69. Khilji SE, Tarique I, Schuler RS. 2015. Incorporating the macro view in global talent management. Hum. Resour. Manag. Rev. 25:3236–48
    [Google Scholar]
  70. King KA, Vaiman V. 2019. Enabling effective talent management through a macro-contingent approach: a framework for research and practice. BRQ Bus. Res. Q. 22:3194–206
    [Google Scholar]
  71. Kostova T. 1999. Transnational transfer of strategic organizational practices: a contextual perspective. Acad. Manag. Rev. 24:2308–24
    [Google Scholar]
  72. Lanvin B, Monteiro F 2022. Global Talent Competitiveness Index. The Tetonics of Talent: Is the World Drifting Towards Talent Inequalities? Fontainebleau, Fr.: INSEAD, Hum. Cap. Leadersh. Inst., Portulans Inst.
  73. Lazarova M, Caligiuri P, Collings DG, De Cieri H. 2023. Global work in a rapidly changing world: implications for MNEs and individuals. J. World Bus. 58:1101365
    [Google Scholar]
  74. Lazarova M, Cerdin J-L, Liao Y. 2014. The internationalism career anchor: a validation study. Int. Stud. Manag. Organ. 44:29–33
    [Google Scholar]
  75. Lazarova M, Peretz H, Fried Y. 2017. Locals know best? Subsidiary HR autonomy and subsidiary performance. J. World Bus. 52:183–96
    [Google Scholar]
  76. Lepak DP, Snell SA. 1999. The human resource architecture: toward a theory of human capital allocation and development. Acad. Manag. Rev. 24:131–48
    [Google Scholar]
  77. Lewis RE, Heckman RJ. 2006. Talent management: a critical review. Hum. Resour. Manag. Rev. 16:2139–54
    [Google Scholar]
  78. Li X, Froese FJ, Pak YS. 2023. Promoting knowledge sharing in foreign subsidiaries through global talent management: the roles of local employees’ identification and climate strength. Int. J. Hum. Resour. Manag. 34:163205–32
    [Google Scholar]
  79. LinkedIn 2021. Is remote work here to stay in Asia-Pacific?. LinkedIn https://business.linkedin.com/talent-solutions/recruiting-tips/thinkinsights/is-remote-work-here-to-stay
    [Google Scholar]
  80. Luo Y, Van Assche A. 2023. The rise of techno-geopolitical uncertainty: implications of the United States CHIPS and Science Act. J. Int. Bus. Stud. 2023: https://doi.org/10.1057/s41267-023-00620-3
    [Google Scholar]
  81. Mahajan A, Toh SM. 2014. Facilitating expatriate adjustment: the role of advice-seeking from host country nationals. J. World Bus. 49:4476–87
    [Google Scholar]
  82. Mäkelä K, Björkman I, Ehrnrooth M. 2010. How do MNCs establish their talent pools? Influences on individuals’ likelihood of being labeled as talent. J. World Bus. 45:2134–42
    [Google Scholar]
  83. McDonnell A, Lamare R, Gunnigle P, Lavelle J. 2010. Developing tomorrow's leaders: evidence of global talent management in multinational enterprises. J. World Bus. 45:2150–60
    [Google Scholar]
  84. McKinsey & Company 2021. Taking a skills-based approach to building the future workforce. McKinsey & Company Nov. 15. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/taking-a-skills-based-approach-to-building-the-future-workforce
    [Google Scholar]
  85. McNulty Y, De Cieri H. 2016. Linking global mobility and global talent management: the role of ROI. Empl. Relat. 38:18–30
    [Google Scholar]
  86. McNulty Y, Inkson K. 2013. Managing Expatriates: A Return on Investment Approach New York: Bus. Expert Press
  87. Mellahi K, Collings DG. 2010. The barriers to effective global talent management: the example of corporate elites in MNEs. J. World Bus. 45:2143–49
    [Google Scholar]
  88. Metcalfe BD, Makarem Y, Afiouni F. 2021. Macro talent management theorizing: transnational perspectives of the political economy of talent formation in the Arab Middle East. Int. J. Hum. Resour. Manag. 32:1147–82
    [Google Scholar]
  89. Michaels E, Handfield-Jones H, Axelrod B. 2001. The War for Talent Boston: Harvard Bus. Press
  90. Minbaeva D, Collings DG. 2013. Seven myths of global talent management. Int. J. Hum. Resour. Manag. 24:91762–76
    [Google Scholar]
  91. Minbaeva D, De Cieri H. 2015. Strategy and IHRM. The Routledge Companion to International Human Resource Management DG Collings, G Wood, P Caligiuri 13–28 Abingdon, UK: Routledge
    [Google Scholar]
  92. Moeller M, Maley J, Harvey M, Kiessling T. 2016. Global talent management and inpatriate social capital building: a status inconsistency perspective. Int. J. Hum. Resour. Manag. 27:9991–1012
    [Google Scholar]
  93. Morris S, Snell S, Björkman I. 2016. An architectural framework for global talent management. J. Int. Bus. Stud. 47:723–47
    [Google Scholar]
  94. Netflix 2023a. Netflix culture-seeking excellence. Netflix https://jobs.netflix.com/culture; accessed July 4 2023
    [Google Scholar]
  95. Netflix 2023b. Top investor questions. Netflix https://ir.netflix.net/ir-overview/top-investor-questions/default.aspx; accessed July 4, 2023
    [Google Scholar]
  96. Nijs S, Gallardo-Gallardo E, Dries N, Sels L. 2014. A multidisciplinary review into the definition, operationalization, and measurement of talent. J. World Bus. 49:2180–91
    [Google Scholar]
  97. O'Donnell SW. 2000. Managing foreign subsidiaries: agents of headquarters, or an interdependent network?. Strateg. Manag. J. 21:5525–48
    [Google Scholar]
  98. Ott DL, Iskhakova M. 2019. The meaning of international experience for the development of cultural intelligence. Crit. Perspect. Int. Bus. 15:4390–407
    [Google Scholar]
  99. Pekkala K. 2023. Digital inclusion and inequalities at work in the age of social media. Hum. Resour. Manag. J. In press. https://doi.org/10.1111/1748-8583.12488
    [Google Scholar]
  100. Pereira V, Collings DG, Wood G, Mellahi K. 2022. Evaluating talent management in emerging market economies: societal, firm and individual perspectives. Int. J. Hum. Resour. Manag. 33:112171–91
    [Google Scholar]
  101. Pfeffer J. 2001. Fighting the war for talent is hazardous to your organization's health. Organ. Dyn. 29:4248–59
    [Google Scholar]
  102. Ployhart RE, Moliterno TP. 2011. Emergence of the human capital resource: a multilevel model. Acad. Manag. Rev. 36:1127–50
    [Google Scholar]
  103. Prudential 2021. Is this working? A year in, workers adapting to tomorrow's workplace Rep. Prudential Pulse Am. Work. Survey, Morn. Consult.
  104. Pucik V, Bjorkman I, Evans P, Stahl G. 2023. The Global Challenge. Cheltenham, UK: Edward Elgar Publ, 4th ed.
  105. Reiche BS, Harzing A-W, Kraimer M. 2009. The role of international assignees’ social capital in creating interunit intellectual capital: a cross-level model. J. Int. Bus. Stud. 40:509–26
    [Google Scholar]
  106. Reiche BS, Lee YT, Allen DG. 2019. Actors, structure, and processes: a review and conceptualization of global work integrating IB and HRM research. J. Manag. 45:2359–83
    [Google Scholar]
  107. Schuler RS, Jackson SE, Tarique I. 2011. Global talent management and global talent challenges: strategic opportunities for IHRM. J. World Bus. 46:4506–16
    [Google Scholar]
  108. Scullion H, Collings D. 2010. Global Talent Management New York: Routledge
  109. Scullion H, Collings DG, Caligiuri PM. 2010. Global talent management. J. World Bus. 45:2105–8
    [Google Scholar]
  110. Shapiro JM, Ozanne JL, Saatcioglu B. 2008. An interpretive examination of the development of cultural sensitivity in international business. J. Int. Bus. Stud. 39:171–87
    [Google Scholar]
  111. SHRM (Soc. Hum. Resour. Manag.) 2020. 2019 Challenges and benefits of global teams—an HR perspective Rep. SHRM Alexandria, VA:
  112. Sirva BGRS 2022. Pulse survey: the growth of the employee mobility function. Sirva BGRS https://landing.sirva.com/2022-SIRVA-BGRS-Pulse-Survey-Report.html?utm_source=bgrs-website&utm_medium=content-download
    [Google Scholar]
  113. Somaya D, Williamson I, Lorinkova N. 2008. Gone but not lost: the different performance impacts of employee mobility between cooperators versus competitors. Acad. Manag. J. 51:5936–53
    [Google Scholar]
  114. Sparrow P, Farndale E, Scullion H. 2013. An empirical study of the role of the corporate HR function in global talent management in professional and financial service firms in the global financial crisis. Int. J. Hum. Resour. Manag. 24:91777–98
    [Google Scholar]
  115. Stahl GK, Björkman I, Farndale E, Morris SS, Paauwe J et al. 2012. Six principles of effective global talent management. MIT Sloan Manag. Rev. 53:225–42
    [Google Scholar]
  116. Stahl GK, Brewster CJ, Collings DG, Hajro A. 2020. Enhancing the role of human resource management in corporate sustainability and social responsibility: a multi-stakeholder, multidimensional approach to HRM. Hum. Resour. Manag. Rev. 30:100708
    [Google Scholar]
  117. Suutari V, Taka M. 2004. Career anchors of managers with global careers. J. Manag. Dev. 23:9833–47
    [Google Scholar]
  118. Suutari V, Tornikoski C, Mäkelä L. 2012. Career decision making of global careerists. Int. J. Hum. Resour. Manag. 23:163455–78
    [Google Scholar]
  119. Takeuchi R, Tesluk PE, Yun S, Lepak DP. 2005. An integrative view of international experience. Acad. Manag. J. 48:185–100
    [Google Scholar]
  120. Tan D, Rider CI. 2017. Let them go? How losing employees to competitors can enhance firm status. Strat. Manag. J. 38:91848–74
    [Google Scholar]
  121. Tarique I, Schuler RS. 2010. Global talent management: literature review, integrative framework, and suggestions for further research. J. World Bus. 45:2122–33
    [Google Scholar]
  122. Tarique I, Schuler R. 2018. A multi-level framework for understanding global talent management systems for high talent expatriates within and across subsidiaries of MNEs: propositions for further research. J. Glob. Mobil. 6:179–101
    [Google Scholar]
  123. Tharoor I. 2021. The ‘Great Resignation’ goes global. Washington Post Oct. 18. https://www.washingtonpost.com/world/2021/10/18/labor-great-resignation-global/
    [Google Scholar]
  124. Tung RL, Paik YS, Bae J. 2013. Korean human resource management in the global context. Int. J. Hum. Resour. Manag. 24:5905–21
    [Google Scholar]
  125. Vaiman V, Cascio WF, Collings DG, Swider BW. 2021. The shifting boundaries of talent management. Hum. Resour. Manag. 60:2253–57
    [Google Scholar]
  126. Vaiman V, Haslberger A, Vance C. 2015. Recognizing the important role of self-initiated expatriates in effective global talent management. Hum. Resour. Manag. Rev. 25:280–86
    [Google Scholar]
  127. Vardi S, Collings DG. 2023. What's in a name? Talent: a review and research agenda. Hum. Resour. Manag. J. 33:3660–82
    [Google Scholar]
  128. Welch D. 2003. Globalisation of staff movements: beyond cultural adjustment. Manag. Int. Rev. 43:2149–99
    [Google Scholar]
  129. World Economic Forum 2020. The Future of Jobs Report 2020 Rep. World Econ. Forum Geneva:
/content/journals/10.1146/annurev-orgpsych-111821-033121
Loading
/content/journals/10.1146/annurev-orgpsych-111821-033121
Loading

Data & Media loading...

  • Article Type: Review Article
This is a required field
Please enter a valid email address
Approval was a Success
Invalid data
An Error Occurred
Approval was partially successful, following selected items could not be processed due to error