Emerging countries are no longer ignored for their impact on the global economy as well as on growth and jobs around the globe. Their geography is diversifying and even universalizing (Chancel and Degans; 2013). From the global to the local level, several institutional players implicitly interfere, in power and economic governance, of countries and regions, by the dissemination of managerial practices concerning the management of high potential executives. In the context of "emerging" countries, talent management is becoming a major draw, not only for investors but also for local policy makers. The social knowledge sought by expatriates is, on the contrary, one of the assets of impatriates.
In sub-Saharan Africa the emergence has other colors. The equation is reversed by mobilizing talents to contribute to the capacity building adventure. This is the question that will be asked in this study, going from the global level to the local level, in an attempt to examine the pressures and constraints of globalization in emerging markets. We will first examine the importance of talent management in emerging economies before focusing, subsequently, on the concept of capacity to strengthen at the state, organizational and / or individual level. Empirical results, emanating from the case of the Ivory Coast, will be synthesized and discussed as an example of "contextual" translation of African talent management.
From Talent Management to Capacity Building