This book contains an Open Access chapter. Over the past two decades, the field of talent management has established itself as a key area of management practice and research. Emerging from the practitioner literature in the 1990s, the research evidence bases truly materialised in the late 2000s onwards. The launch of the EIASM Workshop on Talent Management in 2012 coincided with this surge in research interest, and we are now in a critical time in the evolution of our understanding of talent management. Talent Management: A Decade of Developments presents valuables insights into the progression in the critical understanding of talent management, building upon a decade of the EIASM Workshops. Bringing together leading voices in talent management research to reflect on recent developments and the current state of research, examining key issues such as talent philosophies, star performers, talent turnover and retention. Aimed at researchers, postgraduate students, and professionals in the field, this collection features the leading experts in their respective areas within talent management. Talent Management: A Decade of Developments charts the evolution of talent management, illustrating the progress, prospects, and challenges that have transpired over the last ten years.

Contents:
1. Global Staffing: An Overview 2. International Strategy and Global Staffing 3. International HRM Approaches: Coordination, Integration and Control 4. Executive Nationality Staffing Policies 5. Global Staffing and Performance 6. New Patterns of Global Staffing 7. Global Staffing Strategies and Learning and Development 8. Inpatriation 9. Future Trends and Research Issues in Global Staffing

Staffing is one of the biggest issues that faces companies moving into the global market today. This book provides a multi-disciplinary, integrative and critical discussion based analysis of current and emerging issues in global staffing. It critically examines best practice and leading approaches, drawing on research from a range of disciplines including international strategy, management, HRM and organizational theory. It also considers the growth of inpatriation and the impact of emerging markets on global staffing practices. Unlike other texts in the area, this text takes a truly international approach that is integrated, extensive and critical, thus allowing students of HRM and international business an indepth understanding of the processes of global staffing.

The second edition of Global Talent Management (GTM) offers a state of the art overview of the key areas of talent management in theory and practice. Drawing on contributions from the leading global contributors to talent management research, the book is structured around three key sections. Section one provides a contextual overview of talent management. The second section explores in depth some of the core areas of GTM practice which includes the meaning of talent in the global context, internal talent identification, developing leadership talent, employee turnover, employer branding and the role of the corporate HR function in GTM. The final section considers three key contemporary issues in GTM, namely, data analytics in GTM, managing virtual talent and managing globally diverse talent. The chapters in the volume provide advanced undergraduate or postgraduate students with an interest in global talent management with a cutting-edge overview of the key topics in the field. It is also an invaluable resource for the reflective practitioner looking for an overview of key research in this important area of practice.

With contributions from leading scholars and practitioners, this Cambridge Companion examines the topical issue of talent management from a strategic perspective, mapping out insights from a number of related fields including strategy, organisational learning, marketing and supply chain management. The authors examine the challenges faced when viewing talent management in a global context, showing how both comparative and international HRM thinking have become increasingly important when, for example, managing talent in emerging markets or trying to globalise the talent management function. The book concludes with a valuable summary of key learning points about talent management for both practitioners and researchers, as well as a discussion of the most fruitful areas for future research. This Companion will be an essential resource for academic researchers, graduate students and practitioners of global strategic talent management.

The second edition of Global Talent Management (GTM) offers a state of the art overview of the key areas of talent management in theory and practice. Drawing on contributions from the leading global contributors to talent management research, the book is structured around three key sections. Section one provides a contextual overview of talent management. The second section explores in depth some of the core areas of GTM practice which includes the meaning of talent in the global context, internal talent identification, developing leadership talent, employee turnover, employer branding and the role of the corporate HR function in GTM. The final section considers three key contemporary issues in GTM, namely, data analytics in GTM, managing virtual talent and managing globally diverse talent.

The chapters in the volume provide advanced undergraduate or postgraduate students with an interest in global talent management with a cutting-edge overview of the key topics in the field. It is also an invaluable resource for the reflective practitioner looking for an overview of key research in this important area of practice.

Table of Contents

Foreword

SECTION ONE: The Context of Global Talent Management

Chapter 1. Global Talent Management: An introduction

David G. Collings, Hugh Scullion & Paula M. Caligiuri

Chapter 2. Macro Talent Management (MTM): What it is and why is it important to Global Talent Management

Karin King & Vlad Vaiman

　

　

SECTION TWO: Global Talent Management in Practice

Chapter 3. The Meaning of Talent in the World of Work

Eva Gallardo-Gallardo

Chapter 4. Managing Global Talent Flows

Almasa Sarabi, Monika Hamori & Fabian Froese

Chapter 5. The Identification and Evaluation of Internal Talent in MNEs

Anthony McDonnell, David G. Collings & Ronan Carbery

Chapter 6. Global Talent Management: New Challenges for the Corporate HR Function in

Elaine Farndale, Paul Sparrow, Hugh Scullion and Maja Vidovic

Chapter 7. Developing Global Leadership Talent

Paula Caligiuri & Lisa Dragoni

Chapter 8. Global Talent Turnover

Ilka Verena Ohlmer Nicky Dries and Anders Dysvik

Chapter 9 Employer Branding and Corporate Reputation Management in

Global Companies: Theory and Practice

Graeme Martin and Katie Sinclair

Chapter 10. Global Mobility and Global Talent

Michael Isichei and David G Collings

SECTION THREE: Contemporary Challenges in Global Talent Management

Chapter 11. Global Talent Analytics

Dana Minbaeva and Sara Vardi

Chapter 12. Managing Diverse Talent in the Global Context

Berk Kucukaltan and Mustafa Ozbilgin

Chapter 13. Managing Virtual Talent

Angelika Zimmermann

With contributions from leading scholars and practitioners, this Cambridge Companion examines the topical issue of talent management from a strategic perspective, mapping out insights from a number of related fields including strategy, organisational learning, marketing and supply chain management. The authors examine the challenges faced when viewing talent management in a global context, showing how both comparative and international HRM thinking have become increasingly important when, for example, managing talent in emerging markets or trying to globalise the talent management function. The book concludes with a valuable summary of key learning points about talent management for both practitioners and researchers, as well as a discussion of the most fruitful areas for future research. This Companion will be an essential resource for academic researchers, graduate students and practitioners of global strategic talent management.