Talent Management and HRM in multinational companies in Beijing: definitions, differences and drivers

Paul Iles, Xin Chuai, David Preece

    Research output: Contribution to journalArticle

    Abstract

    Talent Management (TM) has attracted increasing attention from academics and practitioners in recent years, but there are many gaps and omissions left for further theoretical and empirical development. One line of debate has been whether TM is merely a re-packaging of what already exists, not being distinct
    from traditional HRM practices or disciplines. The paper has three main components: (i) a review of how ‘Talent’ and TM has been conceptualised in the literature and the outline of a framework we have derived therefrom which identifies four main perspectives on TM: exclusive-people; exclusive-position;
    inclusive-people; social capital; (ii) the presentation and analysis of our research findings relating to TM perspectives and practices in seven multinational corporations (MNCs) in Beijing; (iii) a concluding discussion which compares and contrasts our findings with the extant literature and our framework.
    Original languageEnglish
    Pages (from-to)179-189
    Number of pages11
    JournalJournal of World Business
    Volume45
    Issue number2
    DOIs
    Publication statusPublished - Apr 2010

    Keywords

    • talent management
    • China
    • Beijing
    • human resource management

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