Evolving talent management patterns and challenges in Russia and Kazakhstan

2019 ◽  
Vol 14 (3) ◽  
pp. 411-426
Author(s):  
Violetta Khoreva ◽  
Edyta Kostanek
Keyword(s):  
Emerging Markets ◽  
Emerging Economies ◽  
Multinational Enterprises ◽  
Design Methodology ◽  
Talent Management ◽  
Business Leaders ◽  
Structured Interviews ◽  
Content Type ◽  
Employer Perspective ◽  
Fierce Competition

Purpose The purpose of this paper is to investigate the evolving patterns and challenges of talent management (TM) in the emerging markets of Russia and Kazakhstan from the employer perspective. Increasing the understanding of how TM is recognized from the employer perspective may better equip us to address how to effectively manage and lead the available talents in these and other emerging markets. Design/methodology/approach The authors conducted a qualitative study comprising 50 semi-structured interviews, with 37 business leaders from Russian subsidiaries, and 13 from Kazakh subsidiaries, in all cases of Nordic Multinational enterprises (MNEs). Findings The study supports the object approach to TM in the emerging markets of Russia and Kazakhstan. The authors reveal that the exclusive and developable talent philosophy is predominant in these emerging markets, where TM faces the challenges of fierce competition for talents and an insufficient supply, so business leaders tend to be reluctant to inform employees of their talent pool membership. The results demonstrate that MNEs do not act independently of context, thus supporting calls for consideration of the local institutional context. Originality/value TM is still a somewhat novel idea in many emerging economies, and challenges related to managing talents are believed to be far more complex in such settings. Furthermore, to the best of authors’ knowledge, no studies have investigated the notion of talent and TM conceptualization in the emerging markets from an employer perspective.

scholarly journals Exploring HR practitioners’ perspective on employer branding and its role in organisational attractiveness and talent management

2017 ◽  
Vol 25 (5) ◽  
pp. 742-761 ◽  
Author(s):  
Vishwas Maheshwari ◽  
Priya Gunesh ◽  
George Lodorfos ◽  
Anastasia Konstantopoulou
Keyword(s):  
Human Resource ◽  
Multinational Enterprises ◽  
Banking Sector ◽  
Talent Management ◽  
Embryonic Stage ◽  
Structured Interviews ◽  
Employer Branding ◽  
Senior Managers ◽  
Content Type ◽  
Professional Perspective

Purpose The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees. However, the emphasis has been on organisations, which predominantly operate in developed countries typically with Westernised-individualistic cultures. This paper aims to investigate employer branding for service organisations’ image and attraction as an employer in a non-Western culture. Design/methodology/approach This study examines the perceptions of human resources’ professionals and practitioners on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises, small business unit banks and Mauritian banks. Findings Analysis of the findings showed that organisations, and banks in this case, are increasingly competing to attract highly skilled personnel in various professional areas; therefore, those organisations that attract the best talent will have a distinct edge in the marketplace. Furthermore, findings from the semi-structured interviews with senior managers suggest that employer branding remains at the embryonic stage within the Mauritian banking sector; therefore, a clear need exists for a more developed strategy. Research limitations/implications The outcomes of this study call for re-engineering with regards to managerial collaboration in organisations for the successful design and implementation of the employer branding strategy. The empirical findings from the Mauritian banking sector show that the strategic position occupied by the human resource function is still at an embryonic stage as regards with the competitiveness of banks as service organisations. Practical implications The study presents a need for the development and maintenance of long-term collaborative and trust-based relationships between the human resource and marketing functions. Originality/value The insights provided through this study addresses the dearth of academic research on employer branding on the African continent while providing invaluable information from a human resource professional perspective.

What color is the green entrepreneurship in Turkey?

2016 ◽  
Vol 8 (1) ◽  
pp. 25-44 ◽  
Author(s):  
Çigdem Vatansever ◽  
Korhan Arun
Keyword(s):  
Content Analysis ◽  
Emerging Markets ◽  
Design Methodology ◽  
Qualitative Methodology ◽  
Network Society ◽  
Ecological Modernization ◽  
Structured Interviews ◽  
Content Type ◽  
Green Entrepreneurship

Purpose – The dynamics of an emerging green entrepreneurship can be different in the emerging markets because the nature of the society and relations of business are different. As a result of these differences, green entrepreneurship also has distinguished dimensions and specific motivations. The purpose of this paper is to analyze individual cases of green entrepreneurs to understand local drivers and dynamics from the perspectives of ecological modernization and the network society theories. Design/methodology/approach – Qualitative methodology was followed in which the data were gathered via semi-structured interviews and a content analysis was executed to analyze the data. Findings – Time relativity, relatedness and altruism were found to be the most differentiated factors among other drivers for green entrepreneurs. Originality/value – The theories mentioned that the quality and quantity of entrepreneurs are not enough for the expected results; the society and networks of society also should push or pull. Nevertheless, to explain this, we may say Turkey has its own special dynamics. Heritage or own roots are very important and are observed for all participants. Also not legislation but practice of these legislations is another constraint in front of Turkish entrepreneurs.

The performance of cross-border acquirers from emerging economies

2016 ◽  
Vol 7 (1) ◽  
pp. 21-38 ◽  
Author(s):  
Xiaobai Ma ◽  
Yiying Zhu ◽  
Wenyuan Cai
Keyword(s):  
Emerging Economies ◽  
Ownership Structure ◽  
Value Creation ◽  
Multinational Enterprises ◽  
Design Methodology ◽  
Business Community ◽  
Short Term ◽  
Content Type ◽  
Cross Border ◽  
Traditional Understanding

Purpose – This paper aims to evaluate the value creation of cross-border acquisitions conducted by Chinese firms and determinants that result in the different performance. During the recent decades, the world has witnessed multinational enterprises (MNEs) from emerging economies undertaking aggressive cross-border mergers and acquisitions (M & As). This phenomenon raises great attention in the international business community, and also challenges the traditional understanding in the extant literature. Design/methodology/approach – The authors examine 272 cross-border M & As associated with 48 target countries during the period 1996-2012. Findings – Evidences show that cross-border expansions on average point to negative performance in the short term. The authors also find that prior cross-border M & A experiences, ownership structure of the acquirer (state-owned vs private) and acquirer size positively affect the performance of the acquiring firm. Originality/value – In addition to contributing to cross-border M & A literature, the findings also provide useful guidance to outward foreign direct investment by firms from emerging economies.

scholarly journals Can blockchain-technology fight corruption in MNEs’ operations in emerging markets?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Matthew Davis ◽  
Thomas Taro Lennerfors ◽  
Daniel Tolstoy
Keyword(s):  
Emerging Markets ◽  
International Business ◽  
Multinational Enterprises ◽  
Design Methodology ◽  
International Management ◽  
Social Implications ◽  
Content Type ◽  
Blockchain Technology ◽  
Business Operations ◽  
Technological Perspective

Purpose The purpose of the study is to explore, with anchorage in theories about the normalization of corruption, under what conditions blockchain technology can mitigate corruptive practices of multinational enterprises (MNEs) in emerging markets (EMs). Design/methodology/approach By synthesizing a technological perspective and theory on corruption, the authors examine the feasibility of blockchain for fighting corruption in MNEs’ business operations in EMs. Findings Blockchain technology is theorized to have varying mitigating effects on the rationalization, socialization and institutionalization of corruption. The authors provide propositions describing the effects and the limitations of blockchain for mitigating corruption in EMs. Social implications This paper offers a perspective for how to tackle acute business problems and social problems pronounced in international business but also prevailing elsewhere. Originality/value The study contributes to literature in international management by systematically exploring how and under what conditions blockchain can mitigate the normalization of corruption.

Internationalisation strategies of emerging market firms: evidence from Sarawak, Malaysia

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yaa Serwaa-Akoto Amoah ◽  
Fidella Nga Huong Tiew ◽  
Ching Seng Yap
Keyword(s):  
Emerging Markets ◽  
Design Methodology ◽  
Qualitative Methodology ◽  
Emerging Market ◽  
Structured Interviews ◽  
Content Type ◽  
Top Managers ◽  
Emerging Market Firms ◽  
Internationalisation Strategies

Purpose This study aims to explore the internationalisation paths and strategies adopted by firms from an emerging market and serves as a step towards examining the suitability of prevailing internationalisation theories in the context of emerging market firms. Design/methodology/approach This study adopted a qualitative methodology and gathered data through in-depth semi-structured interviews with 15 top managers of internationalised firms from the East Malaysian state of Sarawak. Data were analysed thematically. Findings The results revealed that the internationalisation strategies of firms from Sarawak can be classified under three main categories: motivations and markets, modes and measures. The constraints the firms faced were important determinants of their internationalisation strategies. The internationalisation paths and strategies of the firms were also found to exhibit both similarities to and deviations from the tenets of prevailing internationalisation theories. Originality/value The study contributes knowledge to the literature of both internationalisation theories and internationalisation strategies of emerging markets, in particular, it advances Fey et al.’s (2016) Five M Framework.

How emerging markets firms will become global leaders

2016 ◽  
Vol 11 (3) ◽  
pp. 274-287 ◽  
Author(s):  
Robert Grosse
Keyword(s):  
Emerging Markets ◽  
Multinational Enterprises ◽  
Design Methodology ◽  
Value Added ◽  
Policy Implications ◽  
Single Model ◽  
Content Type ◽  
Success Stories ◽  
Practical Implications ◽  
Insight Into

Purpose – Over time the countries characterized as “emerging” change, and some of the companies from these countries become world leaders even as many of those from traditional economic powers fade. There is nothing guaranteed about success of companies from emerging markets (EMs), other than the fact that some of the firms that do survive will be among the success stories of the future. The purpose of this paper is to explore two questions: what enables companies from EMs to compete with existing firms? Is there a conceptual structure that is best for analyzing these firms and their strategies? Design/methodology/approach – This paper discusses the strengths of EM multinational enterprises (MNEs) from the perspective of Dunning’s eclectic view, and gives four detailed examples of companies from this perspective. Findings – It is suggested that while the eclectic view offers excellent insight into EM MNEs, an analysis of their strategies and policy implications requires further perspective such as through the global value-added chain. Research limitations/implications – No single model will capture all of the important features of EM MNEs, but Dunning’s view and the global value-added chain are good tools. Practical implications – Hopefully, both research analysts and company managers will be able to utilize the view presented here to better manage/understand EM MNEs. Originality/value – This view demonstrates a mechanism for exploring key elements of EM MNEs and by moving to the global value-added chain additional, original perspective is gained.

Talent management for a new era: what we have learned from the recession and what we need to focus on next

2010 ◽  
Vol 18 (3) ◽  
pp. 3-5 ◽  
Author(s):  
Peter Cheese
Keyword(s):  
Design Methodology ◽  
Talent Management ◽  
Business Leaders ◽  
Fire Fighting ◽  
Content Type ◽  
New Era ◽  
Diverse Workforce

PurposeThe purpose of this paper is to show what we have learned from the recession.Design/methodology/approachThis paper indicates areas of change which need to be made. How to better manager people, particularly with a more diverse workforce, how to manage change, how to deal with uncertainty, and using the opportunity to align and engage the managers as a result.FindingsWith the heightened levels of concern amongst top business leaders, now is the time to again raise the game of talent management.Originality/valueAlthough there is still much fire fighting going on in many businesses and we are not out of the woods yet, now is the time to start to stand back more and think strategically.

Sleeping with competitors

2019 ◽  
Vol 25 (1) ◽  
pp. 50-66 ◽  
Author(s):  
Sascha Kraus ◽  
Patrycja Klimas ◽  
Johanna Gast ◽  
Tobias Stephan
Keyword(s):  
Design Methodology ◽  
Firm Growth ◽  
Secondary Data ◽  
Competition Strategy ◽  
Structured Interviews ◽  
Global Business ◽  
Innovation Development ◽  
Content Type ◽  
German Speaking ◽  
Fierce Competition

PurposeThe purpose of this paper is to highlight the specific types of coopetition between small and medium-sized craft breweries and related businesses, as well as its drivers and outcomes.Design/methodology/approachQualitative research was carried out using in-depth, semi-structured interviews with 18 different small and medium-sized enterprises (SMEs) combined with site visits and secondary data analysis.FindingsThe results reveal that craft breweries are engaging in coopetition in several different ways. Mutual benefit, trust, commitment, and sympathy are the crucial drivers for coopetition; whereas innovation development, market reach and marketing, as well as firm growth represent the key shared outcomes of coopetition.Research limitations/implicationsThis study suffers from two main limitations, including the focus on coopetition of craft breweries operating in German-speaking countries only and the risk of subjectivity in analysis and interpretation due to the qualitative, explorative nature of the research.Originality/valueThe findings reveal insights into the uniqueness of SMEs – specifically craft brewers – regarding coopetition, which is currently of strong cooperative nature. This study completes prior coopetition knowledge by revealing the importance of coopetition for small, micro and resource-constrained firms operating in dynamic and innovative but traditional (here craft) industries; presenting the cooperation-based type of coopetition as a good competition strategy under fierce competition from large, more established and global business rivals; and identifying sympathy as an important coopetition driver.

Exploring talent management in practice: an Arab country-specific empirical investigation

2020 ◽  
Vol 43 (1) ◽  
pp. 63-81
Author(s):  
Hayfaa Tlaiss
Keyword(s):  
Emerging Economies ◽  
Empirical Investigation ◽  
Talent Management ◽  
Training And Development ◽  
Arab Country ◽  
Structured Interviews ◽  
Content Type ◽  
Private Organizations ◽  
Talent Retention ◽  
Country Specific

PurposeDespite the proliferation of studies on talent management (TM), few studies focus on the perspectives of human resource management (HRM) representatives. Furthermore, there is a dearth of studies that explore talent philosophies and TM in practice in private organizations in emerging economies, such as those of the Arab Middle East (AME) region. Consequently, the purpose of this study is to explore talent philosophies and TM in practice in the country-specific context of Lebanon.Design/methodology/approachThis study was exploratory in nature and followed a qualitative interpretive methodology. It capitalized on in-depth, semi-structured interviews with HRM representatives.FindingsThe findings of this study indicated relative consensus in talent philosophies across organizations in four industries; talent was largely perceived as exclusive, despite disagreements on whether it was stable or developable. Differences were identified in terms of how TM was understood in organizations and also how it was executed in practice in terms of talent identification and recruitment, training and development, performance assessment and talent retention.Originality/valueThis study is the first to empirically explore talent philosophies and TM in practice in the context of Lebanon. It is also among the few studies to extend the use of institutional theory (IT) to talent philosophies and TM practices. The originality of this study is also derived from its focus on the practices of HRM departments through using feedback from HRM representatives.

Talent management: a burgeoning strategic focus in Indian IT industry

2017 ◽  
Vol 49 (4) ◽  
pp. 183-188 ◽  
Author(s):  
Mohammad Faraz Naim ◽  
Usha Lenka
Keyword(s):  
Performance Management ◽  
Design Methodology ◽  
Talent Management ◽  
Primary Data ◽  
Structured Interviews ◽  
It Industry ◽  
Content Type ◽  
Hr Managers ◽  
Practical Implications

Purpose The purpose of this paper is to examine the talent management (TM) system in an Indian IT organisation. Design/methodology/approach Structured interviews were conducted to collect primary data and then content was analysed to develop the case study. Findings Recruitment, talent development, knowledge management, social media, performance management, and rewards are the main practices associated with TM. Research limitations/implications The authors acknowledge that the scope of the study is limited to the IT sector and the study is not empirically tested. Practical implications HR managers should embrace the practices of TM of the case organisation to effectively manage their workforce. Originality/value This is a first study to unravel TM in the Indian IT industry context.

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