scholarly journals Weathering the storm: talent management in internationally oriented Greek small and medium-sized enterprises

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Foteini Kravariti ◽  
Emeka Smart Oruh ◽  
Chianu Dibia ◽  
Konstantinos Tasoulis ◽  
Hugh Scullion ◽  
...  
Keyword(s):  
Multinational Corporations ◽  
Hybrid Approach ◽  
Institutional Context ◽  
Talent Management ◽  
Business Environment ◽  
Content Type ◽  
Study Approach ◽  
Inclusive Approach ◽  
Talent Retention ◽  
Talent Acquisition

PurposeBased on a study of internationally oriented Greek small and medium-sized enterprises (SMEs), and using the lens of institutional theory, this paper extends the understanding of the extent to which Greece's institutional context influences talent management (TM). In so doing, the authors focussed on the key TM practices employed by SMEs to enhance and sustain TM: talent acquisition, development and retention. The authors also explore how these practices are shaped by the Greek institutional context.Design/methodology/approachEmploying a multiple case-study approach, the authors conducted 18 interviews in six distinctive SMEs operating in north, central and southern Greece. The data were thematically analysed to identify patterns across all SMEs.FindingsThis study found that unlike multinational corporations, internationally oriented Greek SMEs adopt a more inclusive approach to TM practices as well as that the country's institutional context presented important yet not deterministic hurdles. The authors also found that SMEs adopt an opportunistic approach to talent acquisition by utilising appropriate available sources to reach out for available talent. The authors provided evidence that SMEs adopt a hybrid approach to talent development in addressing talent scarcity. Finally, this study reported that talent retention is significantly appreciated by SMEs, who offer a range of intrinsic and extrinsic incentives to retain their talented workforce.Practical implicationsThis study provides stakeholders with insights into how effective TM practices can be considered a lifeline to organisational sustainability – particularly for SMEs in the contemporary challenging and fiercely competitive business environment. It also highlights the potential of inclusive TM practices to be part of an effective workforce management strategy: Relative to the prevailing institutional dynamic, stakeholders (policymakers and human resource practitioners) must engage in the multiple areas of individual talent acquisition, development and retention.Originality/valueIn a context of reforms, this study reports on TM practice in internationally oriented Greek SMEs. The authors also add to the literature on TM in SMEs by providing evidence on the conceptualisation and management of global talent in this context.

Gender, talent management and firm performance: MNCs' female-focused talent management practices in Russia

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marina Latukha ◽  
Snejina Michailova ◽  
Dana L. Ott ◽  
Daria Khasieva ◽  
Daria Kostyuk
Keyword(s):  
Firm Performance ◽  
Multinational Corporations ◽  
Management Practices ◽  
Gender Diversity ◽  
Talent Management ◽  
Content Type ◽  
Positive Effects ◽  
Embedded Model ◽  
Talent Retention ◽  
Using Data

PurposeThere is a substantial void in the understanding of the effect of talent management (TM) practices specifically targeted at females on firm performance. This paper investigates the relationship between female-focused TM and firm performance with the aim of demonstrating the importance of gender diversity in firms.Design/methodology/approachThe authors developed and empirically tested a contextually embedded model using data from 103 multinational corporations in Russia to examine the effect of female-focused TM on firm performance.FindingsThe authors found an overall positive relationship between female-focused TM and firm performance. The authors’ analysis also revealed significant positive effects of female-focused talent development and talent retention, but not talent attraction, on firm performance.Originality/valueThis paper contributes to the vibrant TM scholarship by focusing on female-focused talent attraction, development and retention practices.

scholarly journals Role of HRM in Talent Retention With Evidence

2018 ◽  
Vol 9 (2) ◽  
pp. 8 ◽  
Author(s):  
Doreen Akunda ◽  
Zhixia Chen ◽  
Simon Ndwiga Gikiri
Keyword(s):  
Content Analysis ◽  
Human Resource ◽  
Management Practices ◽  
Talent Management ◽  
Sources Of Information ◽  
Study Approach ◽  
The Arts ◽  
Sustainability Strategies ◽  
Talent Retention ◽  
Mixed Approach

Talent management and retention are increasingly seen as an essential practice in business sustainability strategies. It has since expanded from the sporting fraternity and the arts, particularly in the entertainment industry to become a global practice. This paper discusses the purpose and strategies used for talent management. Using a case study approach that combines the use of Reflexive Account (a retrospective analysis) and content analysis of firm reports, this paper identifies the Human Resource management practices implemented by one firm, MTN-Uganda as a case that provides human resource practitioners with evidence of the practical utility of various talent management and retention strategies. The primary sources of information used in reporting on the case were obtained through reflexive analysis (2012-2015) and content analysis of firm reports (2007-2018). Information gaps were filled in by contact and answered queries through the Department of Corporate Services at MTN Uganda.Although there are many strategies for implementing talent management programs, their success is primarily pegged on the use of a mixed approach, with the Human Resource functions being supported by other management divisions to realise the return on investment sought through the implementation of talent management programs.

Adoption strategies of social media in B2B firms: a multiple case study approach

2018 ◽  
Vol 33 (5) ◽  
pp. 730-743 ◽  
Author(s):  
Maryam Lashgari ◽  
Catherine Sutton-Brady ◽  
Klaus Solberg Søilen ◽  
Pernilla Ulfvengren
Keyword(s):  
Social Media ◽  
Multinational Corporations ◽  
Multiple Case Study ◽  
Communication Strategy ◽  
Case Study Approach ◽  
Content Type ◽  
Study Approach ◽  
Study Results ◽  
Multiple Case

PurposeThe purpose of this study is to clarify business-to-business (B2B) firms’ strategies of social media marketing communication. The study aims to explore the factors contributing to the formation and adoption of integration strategies and identify who the B2B firms target.Design/methodology/approachA multiple case study approach is used to compare four multinational corporations and their practices. Face-to-face interviews with key managers, and extensive readings and observations of the firms’ websites and social media platforms have been conducted.FindingsThe study results in a model, illustrating different processes of selection, adoption and integration involved in the development of social media communication strategy for B2B firms. Major factors involved in determining the platform type, and strategies used within different phases and processes are identified.Research limitations/implicationsAs the chosen methodology may limit generalizability, further research is encouraged to test the model within a B2B context especially within small and medium enterprises as only large multinational corporations were investigated in this study.Practical implicationsThe paper provides insight into how B2B marketers can align social media with their firms’ goals through the strategic selection of platforms to reach the targeted audience and communicate their message.Originality/valueThe study uncovers the benefits gained by B2B firms’ through interaction with individuals on social media. This is a significant contribution as the value of such interaction was previously undefined and acted as a barrier for adopting social media in some B2B firms.

Proposal of a guide for talent evaluation and management based on a qualitative and three-staged approach

2020 ◽  
Vol 12 (5) ◽  
pp. 1045-1078
Author(s):  
Atheer Abdullah Mohammed ◽  
Abdul Hafeez Baig ◽  
Raj Gururajan
Keyword(s):  
Higher Education ◽  
Empirical Studies ◽  
Talent Management ◽  
Point Of View ◽  
Content Type ◽  
Individual Interviews ◽  
Strategic Plans ◽  
Talent Retention ◽  
New Ideas ◽  
Value Add

PurposeThe key objective of the study is to understand the best processes that are currently used in managing talent in Australian higher education (AHE) and design a quantitative measurement of talent management processes (TMPs) for the higher education (HE) sector.Design/methodology/approachThe three qualitative multi-method studies that are commonly used in empirical studies, namely, brainstorming, focus group discussions and semi-structured individual interviews were considered. Twenty-three individuals from six Australian universities participated in this study.FindingsThe qualitative study explored three key themes and ten subthemes of TMPs that are used in AHE. These were: (1) talent attraction, (2) talent development and (3) talent retention.Research limitations/implicationsThis study only targeted one country (Australia) and one sector (HE).Practical implicationsThis study offers three major contributions as follows: theoretical, practical and policy aspects. Theoretically, the study provides a value-add to Talent Management (TM) theory through designing a guide (conceptual model) of TMPs for the HE sector. Practically, it collects original qualitative data regarding TM in the HE domain. From a policy point of view, this study adds more debate around adding new ideas to Australian education strategic plans for HE.Originality/valueThis study has a unique methodology because of strengthening the effect of an in-depth case study. For instance, two different techniques were used for data analysis for the same research objective as follows: (1) both manual methods and content analysis software (NVivo 11) and (2) the three-stage approach. Using these techniques for the same purpose in one study can provide greater flexibility to examine the relationship between theory and data.

scholarly journals Performative seduction: how management consultants influence practices of leadership

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jackie Ford ◽  
Nancy Harding
Keyword(s):  
Public Sector ◽  
Local Level ◽  
Talent Management ◽  
Content Type ◽  
Study Approach ◽  
Management Consultants ◽  
Management Consultancy ◽  
Public Sector Leadership ◽  
Public And Private Sector ◽  
Policies And Practices

PurposeThis paper tracks how a policy recommended by management consultants becomes embedded as an integral part of leadership practice. It explores the launch of the concept of “talent management” by McKinsey & Company and how it becomes adopted as part of expected leadership practices in the English National Health Service. The use of Management Consultants globally has increased exponentially, and the paper considers this phenomenon and the ways in which management consultant advice influences public sector leadership and practice at local level.Design/methodology/approachA case study approach is adopted, focussing on the introduction of the concept of talent management into the English NHS, following the wider emergence of the concept through influential reports published by McKinsey & Company in the late 1990s. An analysis of the emergence of the concept is conducted drawing on this series of reports and the adoption of talent management policies and practices by the English government's Department of Health.FindingsThese influential reports by the management consultancy firm, McKinsey & Company, constituted an urgent need for this newly identified concept of talent management and the secrecy surrounding its reception. It is this mystery surrounding the decisions about a talent management strategy in the NHS and the concealment of decisions behind closed doors, which leads us to offer a theory of management consultants' influence on leaders as one of performative seduction.Originality/valueManagement consultancy is a vast business whose influence reaches deeply into public and private sector organisations around the world. Understanding of the variegated policies and practices that constitute contemporary modes of governance therefore requires comprehension of management consultants' role within those policies and practices. This paper argues that management consultants influence public sector leadership through insertion of their products into definitions of, and performative constitution of, local level leadership.

Westernization or localization of human resource management practices in CIS countries? Evidence from Kazakh firms

2019 ◽  
Vol 14 (3) ◽  
pp. 385-409 ◽  
Author(s):  
Marina Latukha ◽  
Konstantin Malko
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Business Environment ◽  
Exploratory Research ◽  
Content Type ◽  
Hrm Practices ◽  
Cis Countries

Purpose The purpose of this paper is to investigate the peculiarities of human resource management (HRM) practices in Kazakh firms and identify the factors that influence them. Attention is paid to analysis of the country-specific environment, which shapes the peculiarities of HRM and provides discussion on the respective Westernization or localization perspectives. Design/methodology/approach The paper argues that HRM practices are influenced by a number of factors, some of which are rather specific to Kazakhstan and some are common in a Commonwealth of Independent States’ context. The study uses exploratory research which includes the conduction of a survey, consisting of blocks of questions, for data collection. Findings The results show that despite dynamic economic growth of Kazakhstan’s economy, HRM practices are still in transition from those of Soviet heritage to ones that exist in Western multinational corporations. They cannot fully match the country’s needs for HRM development. Several recommendations for the future development of HRM in Kazakhstan are made. Originality/value The study examines the adaptation of HRM practices to the business environment in Kazakhstan.

An examination of talent management processes in Australian higher education

2020 ◽  
Vol 69 (6) ◽  
pp. 1271-1299
Author(s):  
Atheer Abdullah Mohammed ◽  
Abdul Hafeez Baig ◽  
Raj Gururajan
Keyword(s):  
Higher Education ◽  
Focus Group ◽  
Qualitative Study ◽  
Talent Management ◽  
Content Type ◽  
Individual Interviews ◽  
Management Processes ◽  
Talent Retention ◽  
New Ideas ◽  
Value Add

Purpose The purpose of this paper is to understand the best processes that are currently used in managing talent in Australian higher education (HE) and to examine the policies in terms of talent management processes (TMPs) that are derived from objective one. Pragmatic benefits for academic institutions focused on enhancing talent. Design/methodology/approach This study selects the mixed method as its research design. In the qualitative study, there were three methods: brainstorming, focus group and individual interviews, followed by the quantitative questionnaire study. The sample consisted of 6 participants for brainstorming, 11 in focus group, 6 individual interviews and 286 participants for the quantitative questionnaire, all conducted in nine Australian universities. Findings Three key themes: talent retention, talent development and talent attraction were explored by the qualitative study. The quantitative study tests the level of an importance regarding the three TMPs explored. Practical implications This empirical research is one of the first few studies that extended the previous investigation of TMPs in various industries to the HE sector. This research provides more debates for adding more new ideas in the Australian education strategic plans for HE. Originality/value This study offers a value-add to talent management literature through designing a quantitative measurement of TMPs for the educational sector. Consequently, there is a deficiency of pragmatic evidence in terms of TMPs in the aforementioned sector. Furthermore, this study provides a clear and comprehensive outline of the extant scholarly research of TMPs from the period 2006–2018.

Talent management practice effectiveness: investigating employee perspective

2017 ◽  
Vol 39 (1) ◽  
pp. 19-33 ◽  
Author(s):  
Violetta Khoreva ◽  
Vlad Vaiman ◽  
Maarten Van Zalk
Keyword(s):  
Multinational Corporations ◽  
Social Exchange ◽  
Psychological Contract ◽  
Structural Equation ◽  
Management Practice ◽  
Talent Management ◽  
Competence Development ◽  
High Potential ◽  
Content Type ◽  
Leadership Competence

Purpose The purpose of this paper is to enhance the theoretical and empirical understanding of the process through which talent management (TM) practice effectiveness impacts high-potential employees’ commitment to leadership competence development. Design/methodology/approach Structural equation modelling was utilized to analyse survey data representing a sample of 439 high-potential employees from 11 Finnish multinational corporations. Findings First, the authors found that the more high-potential employees perceived TM practices to be effective, the more they were committed towards leadership competence development. Next, the findings revealed that the association between TM practice effectiveness and commitment to leadership competence development operates by means of psychological contract fulfilment. Finally, the authors found that female employees possessed a stronger reaction to the effectiveness of TM practices by demonstrating higher levels of commitment to leadership competence development than male employees. Originality/value This study supports social exchange theory, which postulates that when organizations invest in their employees, the employees are likely to reciprocate these corporate investments in positive ways. The findings indicate that TM practices may help high-potential employees to make sense of their employment relationship and communicate to employees those attitudes and behaviours that organizations value. The authors thus advocate that in order to have the desired effect, such as for instance the increased commitment to leadership competence development, it is crucial for organizations to invest in those TM practices that are perceived as effective by employees.

Talent on demand?

2010 ◽  
Vol 39 (4) ◽  
pp. 414-431 ◽  
Author(s):  
Ralf Burbach ◽  
Tony Royle
Keyword(s):  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Single Case ◽  
Talent Management ◽  
Management Process ◽  
Content Type ◽  
Resource Information ◽  
Practical Implications

PurposeAs the interest in talent management (TM) gathers momentum, this paper aims to unravel how talent is managed in multinational corporations, what factors mediate the talent management process and what computerised systems may contribute to the management of talent.Design/methodology/approachThe study employs a single case study but multiple units of analysis approach to elucidate the factors pertaining to the transmission and use of talent management practices across the German and Irish subsidiaries of a US multinational corporation. Primary data for this study derive from a series of in‐depth interviews with key decision makers, which include managers at various levels in Germany, Ireland and The Netherlands.FindingsThe findings suggest that the diffusion of, and success of, talent management practices is contingent on a combination of factors, including stakeholder involvement and top level support, micro‐political exchanges, and the integration of talent management with a global human resource information system. Furthermore, the discussion illuminates the utility and limitations of Cappelli's “talent on demand” framework.Research limitations/implicationsThe main limitation of this research is the adoption of a single case study method. As a result, the findings may not be applicable to a wider population of organisations and subsidiaries. Additional research will be required to substantiate the relevance of these findings in the context of other subsidiaries of the same and other corporations.Practical implicationsThis paper accentuates a number of practical implications. Inter alia, it highlights the complex nature of institutional factors affecting the talent management process and the potential efficacy of a human resource information system in managing talent globally.Originality/valueThe paper extends the body of knowledge on the transfer of talent management practices in the subsidiaries of multinational corporations. The discussion presented herein may engender further academic debate on the talent management process in the academic and practitioner communities. The link between talent management and the use of human resource information systems established by this research may be of particular interest to human resource practitioners.

Lean Six Sigma tools in the hiring process

2015 ◽  
Vol 14 (1/2) ◽  
pp. 22-29 ◽  
Author(s):  
Pradeep Sahay
Keyword(s):  
Six Sigma ◽  
Value Added ◽  
Talent Management ◽  
Lean Six Sigma ◽  
Causal Connection ◽  
Sustainable Competitive Advantage ◽  
Bottom Line ◽  
Content Type ◽  
The Right ◽  
Talent Acquisition

Purpose – The purpose of this paper is to examine how “Lean” principles from the manufacturing world can be adapted to create a best-in-class recruiting function and demonstrate the causal connection between the “value-added” recruiting activity and positive business results. Design/methodology/approach – This concept paper is based on practitioner experience in leveraging Lean Six Sigma tools in improving the efficiency and effectiveness of the talent acquisition process. Findings – Talent acquisition today is an activity fraught with risks – Did we hire the right person, the right skills the right fit? – and has the maximum impact on an organization bottom line. It is more than just posting a requisition and making an offer, but a series of sourcing activities, branding efforts, assessment processes and on-boarding activities and more – all designed to help an organization answer these key questions and find talent relevant to its business context. Appraising some of the evolving best practices in talent acquisition within the larger ambit of talent management issues facing organizations at large underscores the need for a new way of thinking about talent management. Originality/value – Being more innovative in sourcing and recruiting can give organizations a sustainable competitive advantage with visible impact on the bottom line.

Sign in / Sign up

Export Citation Format

Share Document