An architectural framework for global talent management

Shad Morris*, Scott Snell, Ingmar Björkman

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

57 Citations (Scopus)

Abstract

A unique characteristic of the multinational corporation is that it comprises a geographically dispersed and culturally differentiated workforce that embodies both firm-specific and location-specific human capital. This article takes an architectural approach to describe how different types of human capital develop from the individual level, to the unit level, and then to the firm level in order to build a talent portfolio for the multinational corporation. Depending on the company's strategy (multidomestic, meganational, transnational), different configurations of the talent portfolio tend to be emphasized and integrated to achieve competitive advantage. Implications for theory and practice are discussed and a research agenda is introduced.

Original languageEnglish
Peer-reviewed scientific journalJournal of International Business Studies
Volume47
Issue number6
Pages (from-to)723-747
Number of pages25
ISSN0047-2506
DOIs
Publication statusPublished - 08.2016
MoE publication typeA1 Journal article - refereed

Keywords

  • HRM strategies
  • Human/knowledge capital
  • Knowledge-based view
  • Multinational corporations (MNCs) and enterprises (MNEs)
  • Talent management
  • 512 Business and Management

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