- The Oxford Handbook of Talent Management
- List of Figures
- List of Tables
- List of Contributors
- The Historical Context of Talent Management
- Star Performers
- Within-Person Variability in Performance
- The Potential for Leadership
- Managing Talent across Organizations: The Portability of Individual Performance
- Human Capital Resource Complementarities
- Talent and Teams
- Talent or Not: Employee Reactions to Talent Designations
- Virtual Teams: Utilizing Talent-Management Thinking to Assess What We Currently Know about Making Virtual Teams Successful
- Stars that Shimmer and Stars that Shine: How Information Overload Creates Significant Challenges for Star Employees
- Employer Branding and Talent Management
- Talent Intermediaries in Talent Acquisition
- Straight Talk About Selecting for Upper Management
- Managing talent Flows Through Internal and External Labor Markets
- Workforce Differentiation
- Succession Planning: Talent Management’s Forgotten, but Critical Tool
- Talent Development: Building Organizational Capability
- Talent and Turnover
- HR Metrics and Talent Analytics
- Talent Management in the Global Context
- Talent Management in the Public Sector: Managing Tensions and Dualities
- Talent Management in Emerging Economies
- Talent Management in Multinational Corporations
- Talent Management in Small- and Medium-Sized Enterprises
- Talent Management of Nonstandard Employees
- Integrating Talent and Diversity Management
- How is Technology Changing Talent Management?
Abstract and Keywords
The focus of the chapter is on the practices used by multinational corporations (MNCs) to manage employees defined as “talent.” We examine the content of corporate practices, the actors involved in carrying out these practices and the roles they are playing, and the effects of these practices on outcomes at different levels of analysis. Efforts are made to identify promising ways to enhance our knowledge of talent management in the context of MNCs. By way of an illustration of the kinds of issues covered, we present the talent-management practices of one MNC in particular, the Finland-based elevator and escalator company KONE.
Ingmar Björkman is a professor of International Business and dean of Aalto University School of Business in Finland. His research interests focus on people issues in international organizations. His latest book is Global Challenge: International Human Resource Management (2017, Chicago Business Press), co-authored with Vladimir Pucik, Paul Evans, and Shad Morris.
Mats Ehrnrooth, PhD, is an associate professor at Hanken School of Economics, Finland. His research focuses on HRM, leadership, and organizational behavior from ↵international, indigenous, cross-cultural, and various methodological perspectives. He has published in several prestigious academic journals including the Journal of Management Studies, Strategic Management Journal, Journal of International Business Studies, Journal of World Business, Organization Studies, Human Resource Management, and International Journal of Human Resource Management.
Kristiina Mäkelä, PhD, is a professor of International Business at Aalto University School of Business in Helsinki. Her research focuses on people-related issues in multinational corporations, including those concerning HRM practices, the HR function, knowledge, social capital, and interpersonal interaction. Her work has appeared in more than twenty-five international peer-reviewed journals and books, including the Journal of International Business Studies, Journal of Management Studies, Human Resource Management, Journal of World Business, International Business Review, Journal of Managerial Psychology, and International Journal of Human Resource Management, among others. Before entering academia, she worked for more than ten years at Procter & Gamble, the world-leading consumer-goods multinational.
Adam Smale is a professor in the Department of Management and head of the Human Resource Management research group at the University of Vaasa in Finland. His research interests focus on talent management, HRM, careers, and knowledge transfer in multinational corporations. He has published a teaching case on global talent management and more than twenty scientific articles in journals such as the Journal of International Business Studies, Human Resource Management, Journal of World Business, International Business Review, and International Journal of Human Resource Management. He is the HR Ambassador for Finland in the Academy of Management HR Division and the Finnish representative in both CRANET and the Cross-Cultural Collaboration on Contemporary Careers (5C).
Jennie Sumelius is an associate professor in the Department of Management at the University of Vaasa. She received her PhD from the Hanken School of Economics in Helsinki, and has been a visiting scholar at Uppsala University and the University of Melbourne. Her research focuses on people management issues in multinational corporations, including talent management, the HR function, identification, and employee perceptions. Her work has been published in the Journal of International Business Studies, Journal of Management Studies, Human Resource Management, and Journal of World Business, among others.
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