 Can Short-Term International Assignments Solve an Organization’s Talent Shortages?Guy Ellis Chapter 8 in Talent Management of Knowledge Workers, 2010, pp 139-162 from Palgrave Macmillan Abstract: Abstract The use of short-term international assignments (’short-term assignments’) by organizations has only attracted the attention of researchers and management writers in recent years. Defined as lasting between one and twelve months (Tahvanainen et al., 2005), a great deal of research highlights the apparent rapid increase in the use of such assignments. However, there is clear evidence that some global organizations, especially those in knowledge-intensive industries, have built business models based on short-term assignments through the use of global resource pools that can be moved internationally to a client site to undertake short-term and long-term projects. There is also a growing awareness that, while statistics might indicate that the growth of short-term assignments is a recent development, this activity might actually have been flourishing for some years ‘under the radar’ of formal personnel systems and human resource (HR) functions. Keywords: Human Resource Management; Permanent Employee; Critical Driver; International Assignment; Global Brand (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-27752-6_8 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.