The DOI matches its Crossref record; 142 of the 142 references it cites were found in a registry or an index.
Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective
Open accessAbstract
The link between global talent management (GTM) and multinational enterprises’ (MNEs) performance has not been theorized or empirically tested. We develop a theoretical framework for how GTM links to performance at the headquarters (HQ), subsidiary, and individual employee levels. Using the resource-based view as a frame, we highlight the routines of pivotal positions, global talent pools, and a differentiated HR architecture as central to GTM. We show that at the HQ level, an MNE’s adoption of a global, multidomestic, or transnational strategy determines the objectives of the GTM system and significantly influences the performance of the enterprise. At the subsidiary level, the alignment between HQ intentions and subsidiary implementation of GTM routines is a key variable in our analysis. We consider the effects of these higher-level factors on individual performance through the lens of human-capital resources, focusing on how individual human capital can translate or amplify to a unit-level human-capital resource. We argue that through the vertical fit of these higher-level factors with GTM routines at a given level, an MNE can develop an effective GTM system and expect that to translate into sustainable performance aligned with objectives set at headquarters. The paper concludes with an agenda for future research.
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Cited by
Caligiuri, P., De Cieri, H., Minbaeva, D., Verbeke, A., & Zimmermann, A. (2020) · Journal of International Business Studies · doi:10.1057/s41267-020-00335-9 · Cited by 717
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Self-citationTalent management: context matters
Gallardo-Gallardo, E., Thunnissen, M., & Scullion, H. (2020) · The International Journal of Human Resource Management · doi:10.1080/09585192.2019.1642645 · Cited by 365
Strategic Human Resource Management and COVID‐19: Emerging Challenges and Research Opportunities
Collings, D. G., McMackin, J., Nyberg, A. J., & Wright, P. M. (2021) · Journal of Management Studies · doi:10.1111/joms.12695 · Cited by 266
“While such a differentiated approach has been core to discussions on talent management (Collings et al., 2019) we argue that COVID- 19 highlights the importance of considering the differential impact of strategic HRM across different employee groups in terms of how and where they work.”
BackgroundSelf-citationNyberg, A. J., Schleicher, D. J., Bell, B. S., Boon, C., Cappelli, P., Collings, D. G., Dalle Molle, J. E., Feuerriegel, S., Gerhart, B., Jeong, Y., et al. (2025) · Journal of Management · doi:10.1177/01492063251325188 · Cited by 47
“…strategy and where we see the greatest variability in the quality or quantity of output when the quality or quantity of employees in those roles increases) offer a useful lens to think about the potential differential value generation of GenAI in particular jobs (Collings, Mellahi, & Cascio, 2019).”
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Metadata
- Authors
- Collings, D. G., Mellahi, K., & Cascio, W. F.
- Venue
- Journal of Management
- Publisher
- SAGE Publications
- Published
- 2018-08-23
- Volume
- 45
- Issue
- 2
- Pages
- 540-566
- ISSN
- 0149-2063 (ISSN-L)
- 1557-1211
- OpenAlex
- W2784066967
- Cited by
- 377
- References
- 142
- FWCI
- 47.76
- Type
- journal article
- Language
- en
- Open access
- green
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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