Abstract
Despite the bourgeoning interest in talent management (TM) in the last two decades, limited research has been carried out to understand the diffusion of TM strategies and practices from home-country headquarters to their subsidiaries in host countries. Furthermore, extant firm-level research on TM tends to neglect the role of the macro-level context, particularly in emerging economies where talent shortage is acute and their institutional distance is large, with headquarters in developed countries. This study fills these knowledge gaps by exploring the TM of German multinational corporations (MNCs) and their subsidiaries in China. Drawing on qualitative data collected from 42 semi-structured interviews with senior managers, human resource professionals, and operations managers from six German MNCs and their subsidiaries in China, the study uncovers headquarters-subsidiary relations. We identify a portfolio of what we refer to as ‘institutional shapers’ and develop a model for future research. This study contributes to extant knowledge by contextualizing multi-level TM shapers from an institutional-cultural perspective, supported by cross-country empirical data based on informant triangulation.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: The International Journal of Human Resource Management
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
