How do MNCs translate corporate talent management strategies into their subsidiaries? Evidence from MNCs in Thailand

2020 ◽  
Vol 30 (4) ◽  
pp. 537-560
Author(s):  
Chaturong Napathorn
Keyword(s):  
Emerging Economies ◽  
Management Practices ◽  
Management Strategies ◽  
Talent Management ◽  
Emerging Economy ◽  
Future Research ◽  
Content Type ◽  
Developed Economies ◽  
Institutional Structures ◽  
Skill Shortages

Purpose This paper aims to contribute to the literature on global talent management by examining how multinational corporations (MNCs) from developed and emerging economies manage talented employees in other emerging economies. Specifically, it aims to understand why MNCs from developed economies are likely to face lower levels of challenge than MNCs from emerging economies when translating corporate-level talent management strategies to their subsidiaries located in emerging economies and how local contextual factors influence the translation processes. Design/methodology/approach This paper undertakes a matched-case comparison of two MNCs, one from a developed economy and the other from an emerging economy, that operate in the emerging economy of Thailand. Evidence was obtained from semi-structured interviews field visits and a review of archival documents and Web resources. Findings Based on the obtained evidence, this paper proposes that MNCs from developed economies tend to face challenges in terms of skill shortages, and these challenges affect their translation of talent management strategies to the subsidiary level. By contrast, MNCs from emerging economies tend to face challenges in terms of both skill shortages and the liability of origin (LOR) (i.e. weak employer branding) in the translation process. Both groups of MNCs are likely to develop talent management practices at the subsidiary level to address the challenge of successfully competing in the context of emerging economies. Research limitations/implications One limitation of this research is its methodology. Because this research is based on a matched-case comparison of an MNC from a developed economy and an MNC from an emerging economy, both of which operate in the emerging economy of Thailand, it does not claim generalizability to all MNCs and to other emerging economies. Rather, the results of this research should lead to further discussion of how MNCs from developed and emerging economies translate corporate-level talent management strategies into subsidiary-level practices to survive in other emerging economies. However, one important issue here is that there may be a tension between the use of expatriates and local top managers at MNCs’ subsidiaries located in other emerging economies as drivers for knowledge sourcing in that the importance of expatriates may diminish over time as the subsidiaries located in those economies age (Dahms, 2019). In this regard, future research in the area of global talent management should pay special attention to this issue. The other important issue here is that it is possible that the two case study MNCs are very different from one another because of their organizational development stage, history and current globalization stage. Thus, this issue may also influence the types of talent management strategies and practices that the two case study MNCs have developed in different countries. In particular, MNCs from emerging economies (ICBC) may not have developed their global HR strategies, as they have not yet operated globally as in the case of MNCs from developed economies (Citibank). This can be another important issue for future research. Additionally, both MNCs examined in this research operate in the banking industry. This study, therefore, omits MNCs that operate in other industries such as the automobile industry and the hotel and resort industry. Future researchers can explore how both groups of MNCs in other industries translate their talent management strategies into practices when they operate in other emerging economies. Moreover, this study focuses only on two primary contextual factors, the skill-shortage problem and LOR; future research can explore other local contextual factors, such as the national culture, and their impact on the translation of talent management strategies into practices. Furthermore, quantitative studies that use large sample sizes of both groups of MNCs across industries might be useful in deepening our understanding of talent management. Finally, a comparison of talent management strategies and practices between Japanese MNCs and European MNCs that operate in Thailand would also be interesting. Practical implications The HR professionals and managers of MNCs that operate in emerging economies or of companies that aim to internationalize their business to emerging economies must pay attention to local institutional structures, including national skill formation systems, to successfully implement talent management practices in emerging economies. Additionally, in the case of MNCs from emerging economies, HR professionals and managers must understand the concept of LOR and look for ways to alleviate this problem to ensure the success of talent management in both developed economies and other emerging economies. Social implications This paper provides policy implications for the government in Thailand and in other emerging economies where the skill-shortage problem is particularly severe. Specifically, these governments should pay attention to solving the problem of occupation-level skill shortages to alleviate the severe competition for talented candidates among firms in the labor market. Originality/value This paper contributes to the prior literature on talent management in several ways. First, this paper is among the first empirical, qualitative papers that aim to extend the literature on global talent management by focusing on how MNCs from different groups of countries (i.e. developed economies and emerging economies) manage talented employees in the emerging economy of Thailand. Second, this paper demonstrates that the institutional structures of emerging economies play an important role in shaping the talent management practices adopted by the subsidiaries of MNCs that operate in these countries. In this regard, comparative institutionalism theory helps explain the importance of recognizing institutional structures in emerging economies for the purpose of developing effective talent management practices. Finally, there is scarce research on talent management in the underresearched country of Thailand. This study should, therefore, assist managers who wish to implement corporate-to-subsidiary translation strategies in Thailand and other emerging economies.

Implementing strategic responses in the COVID-19 market crisis: a study of small and medium enterprises (SMEs) in India

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guydeuk Yeon ◽  
Paul C. Hong ◽  
Elangovan N. ◽  
Divakar G. M.
Keyword(s):  
Emerging Economies ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Performance Outcomes ◽  
Future Research ◽  
Strategic Responses ◽  
Content Type ◽  
Study Results ◽  
Medium Enterprises

Purpose The COVID-19 pandemic presents unprecedented challenges for small and medium enterprises (SMEs) in emerging economies. This paper aims to examine how India's SMEs implement their strategic responses in this crisis. Design/methodology/approach The study uses dynamic capability theory to explore the strategic responses of SMEs. Strategy implementation theory helps to explain how they implement innovative practices for outcomes. A research model defines the COVID-19 challenges, strategic responses and performance outcomes. The study reports the findings of an initial pilot study of 75 firms and follow-up case study results in the context of COVID-19. Findings Firms choose their approaches according to their perceived market risks. Case studies illustrate that firms display diverse attitudes depending on their strategic direction, leadership vision and organizational culture. They achieve different outcomes by implementing specific styles of risk management practices (e.g. risk-averting, risk-taking and risk-thriving). Research limitations/implications Although the study context is Indian SMEs, the findings suggest meaningful lessons for other emerging economies in similar crisis events. The propositions may be extended to future research in broad contexts. Practical implications Even in the extraordinary COVID-19 market crisis, SMEs with limited resources display their strategic potential by recognizing their unique capabilities, translating them into effective actions and achieving desirable outcomes. Social implications In the COVID-19 pandemic, top leaders' mental attitude, strategic perspective and routine practices are contagious. Positive leadership motivates both internal and external stakeholders with an enormous level of collaboration. Originality/value This rare study of Indian SMEs provides a theoretical framework for designing a pilot survey and conducting a case study of multiple firms. Based on these findings, testable propositions are articulated for future research in diverse organizational and national contexts.

Journal of entrepreneurship in emerging economies (JEEE): reflecting on the past five years while thinking about the future

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wen Li Chan ◽  
Michael James Mustafa
Keyword(s):  
Content Analysis ◽  
Emerging Economies ◽  
Comparative Studies ◽  
Design Methodology ◽  
Emerging Economy ◽  
Detailed Account ◽  
Future Research ◽  
Content Type ◽  
The Past ◽  
Practical Implications

Purpose The purpose of this paper is to provide an overview of studies published in the Journal of Entrepreneurship in Emerging Economies (JEEE) between 2014 and 2019. The review also provides suggestions for future research in JEEE. Design/methodology/approach Integrative literature of 90 empirical and conceptual articles published in JEEE between 2014 and 2019. The selected articles were analyzed using content analysis. Findings Analysis of the 90 published articles shows that JEEE has covered a number of relevant topics related to entrepreneurship and innovation in emerging economies. In particular, scholars have adopted a variety of methods to describe such activities in emerging economies. The review also highlights the lack of comparative studies in JEEE and studies, which significantly take into account or focus on the emerging economy context. Practical implications The findings suggest that future scholars wishing to submit to JEEE should consider taking a more detailed account of the emerging context. Originality/value Since its first publication in 2014, this study represents the first review of articles found in JEEE. Specifically, the study provides a platform for future scholars wishing to submit to JEEE to take stock of the studies in the journal, thus giving them a better understanding of the field. The study also provides directions regarding areas of possible future research, which might be of interest to scholars wishing to submit to JEEE.

Managing risk in mergers and acquisitions activity: beyond ‘good’ and ‘bad’ management

2015 ◽  
Vol 30 (2) ◽  
pp. 160-175 ◽  
Author(s):  
Alnoor Bhimani ◽  
Mthuli Ncube ◽  
Prabhu Sivabalan
Keyword(s):  
Risk Management ◽  
Management Practices ◽  
Global Financial Crisis ◽  
Management Strategies ◽  
Future Research ◽  
Agency Conflicts ◽  
Complex Behaviour ◽  
Content Type ◽  
The Global Financial Crisis ◽  
The Impact

Purpose – This paper aims to assess the impact of the presence/absence of risk management practices on the risk of merger and acquisition (M&A) failure. Design/methodology/approach – An agency theoretic perspective is adopted, along with a mixed-methods approach to study managerial complexity beyond simply “good” and “bad”. The focus is on an agency conflicts. Findings – The authors first present an integrated framework that classifies managerial behaviour and risk management, where M&A bids can become vehicles for maximising managerial benefits rather than shareholder value. The authors proceed to consider M&A activity that benefits both managers and shareholders in the presence of risk management strategies. Research limitations/implications – The paper highlights the benefits of multiple paradigms and research paths that address dimensions captured by an agency theoretic perspective. Practical implications – The authors regard this paper as having particular significance in that the global financial crisis has impacted M&A activities and objectives, shifting the employment and related risks faced by managers. Originality/value – The paper suggests future research paths to advance the understanding of the complex behaviour of managers involved in M&A activities that go beyond the classification of “good” and “bad” managers.

Talent management and employee engagement – a meta-analysis of their impact on talent retention

2018 ◽  
Vol 50 (4) ◽  
pp. 185-199 ◽  
Author(s):  
Deepika Pandita ◽  
Sampurna Ray
Keyword(s):  
Employee Engagement ◽  
Management Practices ◽  
Meta Analysis ◽  
Management Strategies ◽  
Talent Management ◽  
Extensive Study ◽  
Policy Makers ◽  
Content Type ◽  
Long Run ◽  
Talent Retention

Purpose The purpose of this paper is to enhance the readers’ understanding of the domain of talent management and employee engagement, and how the former culminates in the latter, specifically as a tool for retention of employees. The paper also attempts to probe and aid readers in understanding of the domain of talent management and employee engagement, specifically as a tool for retention of employees. Design/methodology/approach The paper is based on secondary research in the areas of talent management practices, employee engagement and talent retention. The authors have reviewed the existing body of work on these topics in order to arrive at an analysis of the practice of talent management and employee engagement and to successively measure its impact on the retention of employees. In order to aid the endeavor to bring some clarity to and explore the trends in talent management, the authors have based this paper on a systematic review of the existing literature which seeks to examine the modern thought process and evidence. Current examples are drawn from many leading companies and their practices are emphasized for better understanding. Various drivers responsible for engaging and retaining talent are studied by reviewing the existing literature. After analyzing the existing literature, the authors have arrived at talent retention and engagement practices that may aid and assist industry practitioners and policy makers in designing and implementing successful talent management initiatives. The authors have proposed a model for arriving at improved retention from talent management practices. Findings One of the most effective tools in ensuring that employees stay engaged and committed to their work is talent management. This sense of engagement or commitment toward their work ensures in turn that these employees stay with the organization in the long run. As the authors have begun analyzing the costs associated with recruitment, selection and the opportunity cost related to attrition, organizations have been concentrating their talent management efforts in the direction of retention. The paper concludes that a synchronization of talent management practices and employee engagement initiatives leads to improved talent retention and proposes a model to this end. Research limitations/implications Owing to the fact that the paper is conceptual, the model and hypotheses the authors arrive at must be empirically tested by relevant stakeholders in the organization, specifically the stakeholders specializing in the area of talent management, in order to add further weight to the literature. Practical implications Derived from an extensive study of current and impending talent management strategies, the findings may aid organizations and policy makers to develop and refine talent management practices in order to engage human capital, with the ulterior aim of talent retention – a concern that plagues most contemporary organizations. Originality/value Preempting or preventing attrition is a priority in several organizations, and more often, in some industries as a whole. The authors examine how talent management practices can contribute to the efforts in preempting or preventing attrition in organizations. Adding to the existing literature on talent management, the paper explores the areas of talent management which directly affect employee engagement and in turn make a difference in talent retention. This link connecting talent management practices with retention deserves a greater amount of investigation, which the paper explores.

scholarly journals How do strategic actors think about the value of talent management? Moving from talent practice to the practice of talent

2017 ◽  
Vol 4 (4) ◽  
pp. 259-378 ◽  
Author(s):  
Heba Makram ◽  
Paul Sparrow ◽  
Kay Greasley
Keyword(s):  
Performance Management ◽  
Conceptual Development ◽  
Management Strategies ◽  
Talent Management ◽  
Multinational Companies ◽  
Future Research ◽  
Retention Performance ◽  
Content Type ◽  
Definitional Problem ◽  
The Right

Purpose The purpose of this paper is to examine the perceptions of strategic actors in multinational organisations and to contribute to our understanding of how multinational companies articulate and define talent management and how – or what – they perceive its value to be. Design/methodology/approach The paper is based on an empirical research study in which data were collected through 50 in-depth interviews across five multinational companies, conducted at a regional level across ten countries. Participants in the study were strategic actors representing two groups of managers/leaders (HR and talent management system designers and business leaders who are directly involved in the implementation of talent management). Findings The absence of a formal talent management definition led to the emergence of different views and interpretations of what it is. It was viewed as a bundle, or set, of management ideologies manifested in all HR-related practices across four key areas: hiring the right talent, performance management, succession planning and development and retention. Performance management acted as the cornerstone. Talent management strategies displayed little participation for both system designers and implementers and distinct patterns of mystification, technologization and concretisation. The language of value was uncommonly used but provoked different ways of thinking about the role and meaning of talent management. Practical implications The strategic actors in the talent system continue to see talent management in narrow functional and HR process terms. However, by bundling these HR functions and processes together, it is evident that they can be encouraged to recast their activity in a broader strategic narrative. Borrowing the notions and theories of value and value creation, and investigating talent management through this lens, should help to surface interesting insights into how talent management might be defined in practice, and how the language of value may in future be used to understand what talent management really is. Originality/value The global study underpinning this paper attempts to deconstruct the understanding that strategic actors have about talent management from an empirical base. It contributes to the conceptual development of the talent management discourse by revealing the logics being pursued and address the definitional problem currently evidenced in the literature. It also provides direction for future research.

Frames and Actors: Translating Talent Management Strategy to Latin America

2019 ◽  
Vol 16 (2) ◽  
pp. 405-442
Author(s):  
Maria Teresa Beamond ◽  
Elaine Farndale ◽  
Charmine E. J. Härtel
Keyword(s):  
Latin America ◽  
Emerging Economies ◽  
Management Strategy ◽  
Multinational Enterprises ◽  
Management Strategies ◽  
Talent Management ◽  
Future Research ◽  
Translation Process ◽  
Research And Practice ◽  
Corporate Strategies

ABSTRACTMultinational enterprises (MNEs) transfer their corporate strategies to subsidiaries globally, and in so doing, embark on a translation process. Despite the prevalence of MNEs and their investments in emerging economies, little is known about how local factors affect key actors when translating corporate talent management (CTM) strategies to these regions. This study draws from the translation and talent management literatures to explore the travel of ideas in the context of CTM. Relevant frames (narratives that emerge around actions) and actors are proposed and explored empirically in a qualitative study of 76 employees across an Australian mining MNE with subsidiaries located in Latin America. The findings support extant literature as well as uncovering new frames (categorized in external or corporate, and internal or local) and actors (including non-managerial) as part of the translation process. The findings suggest the need to balance talent management strategies between corporate and subsidiaries by being aware of internal and external frames including in both urban and rural locations. This understanding provides further clarification of the global versus local paradox faced by MNEs. Implications for future research and practice are discussed.

Drivers and barriers of new product development success: evidence from an emerging economy setting country-Turkey

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Halit Duran ◽  
Serdal Temel ◽  
Victor Scholten
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Emerging Economies ◽  
Assessment Tool ◽  
New Product ◽  
Emerging Economy ◽  
Innovation Activity ◽  
Content Type ◽  
Developed Economies ◽  
Context Characteristics

Purpose Context characteristics of emerging economies differ significantly from those in developed economies. Considering this substantial difference, this study aims to identify the drivers and barriers for new product development (NPD) success in the context of an emerging economy by drawing on the resource-based view. Design/methodology/approach Data was collected from firms in different sectors in the Aegean Region of Turkey using the Wageningen Innovation Assessment Tool. Of 189 responses, 94 fit the criteria and used for statistical analysis. The data is analyzed using a two-step procedure, namely, a confirmatory factor analysis followed by a binary logistic regression that is used to model the probability in the study of the success of NPD. Findings The results reveal that along with the context characteristics of an emerging economy setting, internal capabilities matter for NPD success. Based on interviews with NPD managers, it was found that, among other factors, the close relationship with local customers is key for new product success, while introducing high innovative products to the market of an emerging economy may not be appropriate due to the specific conditions of such economies. Practical implications This study will be useful to the managers to understand the extent to which the degree of newness of a product affects NPD success in an emerging economy setting. It also highlights the importance of securing firm resources before starting an innovation activity in this setting where resources such as financial resources, knowledge and physical resources are limited. From a policy perspective, this study provides certain insights as well. That is, government officials in emerging economies should be very careful about their informal actions that might disrupt the investment and innovation environment. Originality/value Emerging economies are important for large firms seeking growth. They initiate manufacturing activities and increasingly perform innovation activities in those countries. However, the conditions to innovate are different from those in developed economies. Research into the factors that drive innovation is largely in an embryonic state. This study offers NPD researchers a deeper understanding of the drivers and barriers to innovation, particularly internal ones that may affect the NPD success in an emerging economy setting, in this case, that of Turkey. The results provide suggestions for policymakers to consider during the development of new innovation policies. For practitioners, this study outlines novel combinations of internal factors that lead to NPD success.

How guanxi networking matters in the relation between market orientation and innovation in Asian emerging economies – the case of Markor

2019 ◽  
Vol 34 (4) ◽  
pp. 836-849 ◽  
Author(s):  
Henry F.L. Chung
Keyword(s):  
Market Orientation ◽  
Emerging Economies ◽  
Emerging Economy ◽  
Negative Influence ◽  
Future Research ◽  
Direct Impact ◽  
Direct Influence ◽  
Content Type ◽  
Extant Literature ◽  
Positive Effect

Purpose Research focusing on the relation between market orientation and innovation in the Asian emerging economy is limited. The purpose of this study is to advance the extant literature by investigating the relations among market orientation, guanxi networking and innovation using the MARKOR scale. Design/methodology/approach The research conclusion is drawn based on the experience of 122 Asian emerging market firms operating in a wide variety of industrial sectors. This study explores whether the three MARKOR components (intelligence generation, dissemination and responsiveness) and their interaction with business and political guanxi have a significant effect on firms’ strategic innovation success. Innovation is measured following the practice of the OECD. In addition to the quantitative analyses, this study conducted qualitative interviews with executives of eight respondent firms, to further consolidate the subjects under investigation. The integration of both qualitative and quantitative data enriches the conclusions drawn from the study. Findings The findings of this study confirm that, when operating in an Asian emerging economy, both intelligence generation and responsiveness have a positive and direct impact on innovation. Though intelligence dissemination has no direct influence on innovation, its alignment with business and political guanxi still leads to a positive effect on innovation. The coalition of responsiveness and political guanxi, however, has a negative influence on innovation. The results of this study add new insights to the extant literature and provide implications for future research and marketing practices in Asian emerging economies. Originality/value The findings of this study confirm that, when operating in an Asian emerging economy, both intelligence generation and responsiveness have a positive and direct impact on innovation. Though intelligence dissemination has no direct influence on innovation, its alignment with business and political guanxi still leads to a positive effect on innovation. The coalition of responsiveness and political guanxi, however, has a negative influence on innovation. The results add new insights to the extant literature and provide implications for future research and marketing practices in Asian emerging economies.

Agency behavior and corporate restructuring choices during performance decline in an emerging economy

2015 ◽  
Vol 11 (2) ◽  
pp. 244-267 ◽  
Author(s):  
I. M. Pandey ◽  
Visit Ongpipattanakul
Keyword(s):  
Emerging Economies ◽  
Conflicts Of Interest ◽  
High Growth ◽  
Emerging Economy ◽  
Corporate Restructuring ◽  
Contextual Knowledge ◽  
Content Type ◽  
Developed Economies ◽  
Performance Decline ◽  
A Performance

Purpose – Restructuring strategies are complicated processes and choices are influenced by and interact with the agreements and conflicts of interest among stakeholders. Firms in the emerging economies are characterized by high growth, high leverage, less effective corporate governance and different legal and institution context as compared to the firms in the developed economies. The purpose of this paper is to explain the agency monitoring variables that influence decisions to select and/or avoid restructuring strategies of the firms that have experienced a performance decline in an emerging economy. The authors have chosen Thailand as an example of an emerging economy as it was believed as the center of the major Asian economic crisis in mid-1997. Design/methodology/approach – The sample of the study comprises 120 Thai non-financial firms listed on the Stock Exchange of Thailand, all of which experienced a performance decline for two consecutive years during 1997-2008; the years 1997 and 1998 coinciding with financial crisis. The study uses panel logistic regressions to examine the likelihood of the choices of restructuring strategies given the agency variables after controlling for other possible influences. Findings – The results show that restructuring strategy choices are significantly influenced by both agency factors and control variables. The results show both similarities to and differences from earlier studies of the developed economies. The similarities are found in leverage agency behaviors. The differences in the results are found in the types and the details of the agency factors, in particular the management ownership and governance factors. The authors also explore the effects of the agency variables interactions on the choices of restructuring strategies of the performance-declining firms. Research limitations/implications – Emerging economies have many similarities, but they also demonstrate some country specific differences. This study is confined to one single country, and thus, may not be comparable with other emerging economies due to differences in factors such as regulatory, institutional, tax environments etc. However, it does show a way to conduct such studies in the context of other countries. Originality/value – To the knowledge, this is the first comprehensive study of corporate restructuring in an emerging economy, particularly of the South-East Asian economy. The authors also show, for the first time, the agency variables interactions effects on the restructuring strategies of the firms. Thus, the study contributes to the growing literature of the corporate restructuring in terms of the contextual knowledge of the emerging economies.

scholarly journals Advantages and potential challenges of data management in e-maintenance

2019 ◽  
Vol 25 (3) ◽  
pp. 378-396 ◽  
Author(s):  
Arian Razmi-Farooji ◽  
Hanna Kropsu-Vehkaperä ◽  
Janne Härkönen ◽  
Harri Haapasalo
Keyword(s):  
Data Management ◽  
Design Methodology ◽  
Management Practices ◽  
Future Research ◽  
Conceptual Approach ◽  
Content Type ◽  
Different Types ◽  
Maintenance Systems ◽  
Industry Leader ◽  
Practical Implications

Purpose The purpose of this paper is twofold: first, to understand data management challenges in e-maintenance systems from a holistically viewpoint through summarizing the earlier scattered research in the field, and second, to present a conceptual approach for addressing these challenges in practice. Design/methodology/approach The study is realized as a combination of a literature review and by the means of analyzing the practices on an industry leader in manufacturing and maintenance services. Findings This research provides a general understanding over data management challenges in e-maintenance and summarizes their associated proposed solutions. In addition, this paper lists and exemplifies different types and sources of data which can be collected in e-maintenance, across different organizational levels. Analyzing the data management practices of an e-maintenance industry leader provides a conceptual approach to address identified challenges in practice. Research limitations/implications Since this paper is based on studying the practices of a single company, it might be limited to generalize the results. Future research topics can focus on each of mentioned data management challenges and also validate the applicability of presented model in other companies and industries. Practical implications Understanding the e-maintenance-related challenges helps maintenance managers and other involved stakeholders in e-maintenance systems to better solve the challenges. Originality/value The so-far literature on e-maintenance has been studied with narrow focus to data and data management in e-maintenance appears as one of the less studied topics in the literature. This research paper contributes to e-maintenance by highlighting the deficiencies of the discussion surrounding the perspectives of data management in e-maintenance by studying all common data management challenges and listing different types of data which need to be acquired in e-maintenance systems.

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