An architectural framework for global talent management

Shad Morris (), Scott Snell and Ingmar Björkman
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Shad Morris: Marriott School of Management, Brigham Young University
Scott Snell: Darden School of Business, University of Virginia
Ingmar Björkman: Aalto University School of Business

Journal of International Business Studies, 2016, vol. 47, issue 6, No 7, 723-747

Abstract: Abstract A unique characteristic of the multinational corporation is that it comprises a geographically dispersed and culturally differentiated workforce that embodies both firm-specific and location-specific human capital. This article takes an architectural approach to describe how different types of human capital develop from the individual level, to the unit level, and then to the firm level in order to build a talent portfolio for the multinational corporation. Depending on the company’s strategy (multidomestic, meganational, transnational), different configurations of the talent portfolio tend to be emphasized and integrated to achieve competitive advantage. Implications for theory and practice are discussed and a research agenda is introduced.

Keywords: knowledge-based view; HRM strategies; human/knowledge capital; multinational corporations (MNCs) and enterprises (MNEs); talent management (search for similar items in EconPapers)
Date: 2016
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (22)

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DOI: 10.1057/jibs.2015.25

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