MNE translation of corporate talent management strategies to subsidiaries in emerging economies |
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| Institution: | 1. Aston Business School, Birmingham B4 7ET, UK;2. Simon Fraser University, Canada;3. Loyola University, Chicago, USA;4. Aston Business School, UK;1. The George Washington University, 2134G Street, NW, Washington, DC 20052, USA;2. Pace University, Lubin School of Business, New York, NY 10038, USA;3. School of Management and Labor Relations, Rutgers University, Piscataway, NJ 08854, USA;4. Lancaster University of Management School, Lancaster LA1 4YX, UK |
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| Abstract: | The rise of emerging economies in recent years has motivated calls for research into how multinational enterprises translate their corporate strategies to subsidiaries in these countries. This study addresses this issue and presents a heuristic framework derived from the resource-based view and neo-institutional theory. We propose that the translation of corporate talent management strategies to emerging economies is affected by metropolitan and provincial institutional and cultural differences. We develop propositions pertaining to corporate-local level decision-making, community relations, skills shortages, and diversity, to inform future research and practice. |
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| Keywords: | Talent management Emerging economies Translation Multinational enterprises Resource based view Neo-institutional theory |
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