Global Talent Management : Challenges, Strategies, and Opportunities
edited by Akram Al Ariss
| Year of publication: |
2014
|
|---|---|
| Authors: | Al Ariss, Akram |
| Publisher: |
Cham : Springer International Publishing |
| Subject: | Talent management | Personalmanagement | Human Resource Management | Welt | World | Personalpolitik |
| Description of contents: | Description [swbplus.bsz-bw.de] |
| Extent: | Online-Ressource (VIII, 289 p. 18 illus, online resource) |
|---|---|
| Series: | |
| Type of publication: | Book / Working Paper |
| Language: | English |
| Notes: | Description based upon print version of record Acknowledgements; Contents; Part I: Meaning and Processes of Global Talent Management; Global Talent Management: An Introduction and a Review; 1 What Is Global Talent Management?; 2 Chapters in this Book; References; HR Directors´ Understanding of `Talent´: A Cross-Cultural Study; 1 Introduction; 1.1 Inclusive vs. Exclusive Approach to Talent Management; 1.2 Selection vs. Development Approach to Talent Management; 1.3 Standardized vs. Subjective Approach to Talent Identification; 2 Methods; 2.1 Sample and Procedure; 2.2 Measures; 2.2.1 Associations with `Talent´ 2.2.2 Growth (Incremental) vs. Fixed (Entity) Mindset About Talent2.2.3 Belief that Talent Is Innate; 2.2.4 Belief that Everyone Has Talent; 2.2.5 Inclusive vs. Exclusive TM Approach; 2.2.6 Reliance on Personal Judgment Rather than Standardized Assessment; 2.2.7 Reliance on First Impressions; 2.2.8 Organizational Characteristics; 3 Results; 4 Discussion; 4.1 Key Findings; 4.2 Limitations and Suggestions for Further Research; 4.3 Practical Implications; References; Smart Global Talent Management: A Promising Hybrid; 1 Introduction; 2 GTM Strengths and Limitations 3 Knowledge Management: Strengths and Limitations4 Important Contributions of the GTM/GKM Hybridization; References; Coaching of Key Talents in Multinational Companies; 1 Introduction; 2 Global Talent Management; 3 Coaching; 3.1 The Coaching Continuum Stage Model; 3.2 International Coaching; 4 The Research Study; 4.1 Methodology; 4.2 Findings; 4.2.1 Case A; How Was Coaching Used in Case A?; Why Was Coaching Used?; What Were the Outcomes and Challenges?; 4.2.2 Case B; How Was Coaching Used?; Why Was Coaching Used?; What Were the Outcomes and Challenges?; 4.2.3 Case C; How Was Coaching Used? Why Was Coaching Used?What Were the Outcomes and Challenges?; References; Cultural Intelligence as a Key Construct for Global Talent Management; 1 Introduction; 2 The Need for GTM; 3 Cultural Intelligence; 4 Antecedents of CQ; 4.1 International Experience; 4.2 Personality; 4.3 Language Ability; 4.4 Training; 5 Linking CQ to Performance; 5.1 Learning; 5.2 Anxiety; 6 CQ Outcomes; 7 Context; References; Inpatriation as a Key Component of Global Talent Management; 1 Types of International Mobility and Global Talent Management; 2 How Does Inpatriation Contribute to GTM?; 3 Case Study; References The Global Talent Challenge of Self-initiated Expatriates1 Introduction; 2 Global Talent Management; 3 Challenges of Global Talent Management of Self-initiated Expatriates; 3.1 Challenges at Micro-individual Level; 3.1.1 Recognition of SIEs´ Human Capital; 3.1.2 Understanding Needs and Expectations of SIEs; 3.2 Challenges at Meso-organisational Level; 3.2.1 Understanding the Nature of the Employment Relationship and the Psychological Contract; 3.2.2 Identifying and Deploying Knowledge and Skills; 3.2.3 Capitalising on Cross-Cultural Synergies; 3.3 Challenges at Macro-country Level 3.3.1 Navigating the Polysemic Nature of Borders and Regulatory Regimes |
| ISBN: | 978-3-319-05125-3 ; 978-3-319-05124-6 |
| Other identifiers: | 10.1007/978-3-319-05125-3 [DOI] |
| Classification: | Personalwesen |
| Source: | ECONIS - Online Catalogue of the ZBW |
Persistent link: https://www.econbiz.de/10014019382