Strategic Talent Management: Contemporary Issues in International Context
Paul Sparrow (Lancaster University), Hugh Scullion (National University of Ireland) and and Ibraiz Tarique (Pace University) are researching for a new book on Strategic Talent Management: Contemporary Issues in International Context. This book, due out in 2013, forms part of the Cambridge University Press Companions to Management series that is edited by Professor Cary Cooper and Professor Jone Pearce - a series are intended to provide in-depth, authoritative accounts of research topics, and critical analysis of established, developing and new approaches.
The purpose of our book then is to help critique and then develop the academic discourse that has been associated with talent management. It is structured to provide insight into the history and development of the field, changes and innovations in academic thought and methodology, and to identify the new agendas for research. The chapters are delivered by a team of leading international academics. The book examines the debates around talent management in two contexts:
- cross-discipline insight into the nature of talent; and
- in a global perspective.
The globalization of talent management brings with it the requirement to create new HRM tools, methods and processes of functional integration to provide the necessary co-ordination systems to support global integration. However despite the general belief that organizations do understand the potential value added by talented people in the organization, many of them fail to deploy their internal talent effectively. Shortages of international management talent have been shown to be a significant constraint on the successful implementation of global strategies and shortage of leadership talent in particular is seen as a major obstacle facing companies as they seek to operate on a global scale.
Despite a decade of debate around the importance of talent management for success in the increasingly competitive global business environment the concept of talent management is still lacking in definition and theoretical development, particularly in the global context. In addition its intellectual boundaries and its application in practice remains unclear and the field continues to suffer from a number of theoretical and practical limitations. Many of the currently available texts in the area of talent management which are descriptive and lacking theoretical rigour. The book will emphasise the critical issues associated with talent management when managed in a global organizational context.
The book will consist of 12 chapters structured into four major themes:
- debates and challenges
- strategic issues for practice
- talent management issues in global context
- talent management in practice.
These themes will help to understand and contextualise talent management strategies in the light of MNE’s global strategies. The purpose of the book is to:
- develop the theoretical underpinning of Talent Management systems
- explore the interplay between different functional lenses on Talent Management systems.
- consider the challenges associated with implementing a Talent Management strategy in an international context.
TABLE OF CONTENTS
Section 1: The nature of Talent Management - Debates and challenges
1. The challenges for Talent Management as a field: definitions and contours of the field: Paul Sparrow (Lancaster University), Hugh Scullion (National University of Ireland), and Ibraiz Tarique (Pace University)
2. Expert talent management David Teece and Greg Linden (Haas School of Business, Univ. of California)
Section 2: Strategic Issues for Practice in Talent Management
3. Talent management and business strategy: bringing a resource-based view to the understanding of who is talent. Cliff Bowman (Cranfield School of Management) and Martin Hird (Lancaster University)
4. The Future of Work: Imperatives for the Management of Talent. Lynda Gratton (London Business School)
5. Employer branding and talent management: The influence of marketing perspectives. Graeme Martin (Glasgow University) and Jean Luc Cerdin (ESSEC)
6. A Supply Chain approach to talent management. Joseph Keller and Peter Cappelli (Wharton University)
7. Moving beyond the study of Talentship. John Boudreau and colleagues (University Southern California)
Section 3: Talent Management in Global Context
8. The global context and impact of emerging markets on Talent Management Strategies – pressure points and impact. Randall Schuler (Rutgers University) and Ibraiz Tarique (Pace University)
9. Emerging markets and regional patterns in Talent management: the challenge of India and China. Jonathan Doh, Steve Stumpf and Walt Tymon (Center for Global Leadership at the Villanova School of Business)
10. Globalising the HR architecture: the challenges facing Corporate HQ and International Mobility functions. Paul Sparrow (Lancaster University), Hugh Scullion (National University of Ireland), and Elaine Farndale (Penn State Univerity)
Section 4: Talent Management in Practice
11. Talent in Practice: Key messages for HR Practice. Paul Spattow, Hugh Scullion and Ibraiz Tarique.
12. The new research agenda: integrating the field. Paul Sparrow, Hugh Scullion and Ibraiz Tarique.
