- 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
This chapter reviews the status quo of research on talent management in nations with emerging economies. It highlights a number of major challenges confronting these nations and some of the initiatives of the nation states to combat the bottleneck caused by talent shortages in their economic development. The chapter highlights the research conducted on various aspects of talent management, and it presents a set of research agendas for future studies. Further, it shows that research on talent management in emerging economies has largely focused on a small number of countries and multinational corporations. While there is a growing level of understanding of the effectiveness and types of talent-management activities in different national contexts and types of organizational settings, future research in this field would benefit from drawing on a broader set of disciplinary perspectives and using more robust research design and systematic analysis of practices, processes, and outcomes.
Fang Lee Cooke, PhD, University of Manchester, UK, is a distinguished professor of Human Resource Management (HRM) and Asia Studies at Monash Business School, Monash University. Her research interests are in the area of employment relations, gender studies, diversity management, strategic HRM, knowledge management and innovation, outsourcing, Chinese outward FDI and HRM, employment of Chinese migrants, and HRM in the care sector. Fang is the author of the following books: HRM, Work and Employment in China; Competition, Strategy, and Management in China; and Human Resource Management in China: New Trends and Practices. Fang has also published more than 140 journal articles and book chapters. She is an associate editor of Human Resource Management, International Journal of Human Resource Management, Gender, Work, and Organization, and Asian Business and Management; senior editor of Asia Pacific Journal of Management; and co-editor-in-chief of Asia Pacific Journal of Human Resources. Fang’s recent research projects consider Chinese firms in Africa and their employment/HRM practices and labor relations; employee resilience, HRM practices, and engagement in the finance sector in the Asian region; and HRM in the care sector.
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