Abstract
This study aims to identify the main drivers, activity domains and outcomes of global talent management (GTM) in emerging market organizations. Through a structured keyword search and subsequent elimination of papers, 27 top peer-reviewed journal publications (out of 137 articles on talent management) are selected and thoroughly analyzed using mixed research techniques. Using VOSviewer software, I identify the four major clusters in GTM literature: TM in EMs, global talent mobility, TM in multinational corporations, and human resource management in a “global war for talent” context. I further conduct a structured content-analysis-based literature analysis and provide a much-needed overview of the underlying organization theories used in previous EM research to explain the GTM phenomenon. I additionally reveal the key GTM system components and determine the main demand-supply factors and outcomes of GTM implementation. Lastly, based on the study’s findings and subsequent discussions, I offer insights into future research avenues.
Highlights
Global talent management (GTM) is an interdisciplinary research area, which draws knowledge from a variety of management fields, including human resource management (HRM), international business, strategic management, and knowledge management
Considering the many challenges associated with talent attraction, development and retention of high potential workers within multiple national contexts as well as the prevalence of a North American focus in the literature [Beamond, Farndale, Härtel, 2016], the GTM phenomenon needs to be explored through the lens of particular country-specific environments
This paper considers the regional context of GTM activities in EMs and consolidates extant literature on the topic, providing an integrated overview of the underlying organization theories, drivers and outcomes of GTM, as well as the key elements of a GTM system
Summary
Global talent management (GTM) is an interdisciplinary research area, which draws knowledge from a variety of management fields, including human resource management (HRM), international business, strategic management, and knowledge management. Despite the ongoing debate regarding its place within (primarily) the HRM literature [McDonnell et al, 2010], most scholars agree that a fundamental understanding of an organization’s efforts to attract, enable, develop and retain global talent can only be reached by developing a comprehensive approach to the study to GTM, by providing clear definitions of the key concepts, explicitly identifying the conceptual boundaries, and determining the underlying theories that explain core TM processes. Considering the many challenges associated with talent attraction, development and retention of high potential workers within multiple national contexts as well as the prevalence of a North American focus in the literature [Beamond, Farndale, Härtel, 2016], the GTM phenomenon needs to be explored through the lens of particular country-specific environments
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