The role of the corporate HR function in global talent management

We currently know little of the role of the corporate human resource (HR) function in multinational corporations regarding global talent management (GTM). GTM is explored here from two perspectives: increasing global competition for talent, and new forms of international mobility. The first considers the mechanisms of GTM, and the second, individual willingness to be mobile, especially in emerging markets, and the organizational capability needed to manage this talent. New corporate HR roles are identified which show how these issues might be addressed. We then advance our understanding of GTM theory and practice by considering the major future challenges facing corporate HR.     

The search for global competence: From international HR to talent management

This article describes the evolution of the search for global competence through a 50-year content analysis and review of published research in the field of International HR Management (IHRM), and more recently, Talent Management (TM), with special emphasis on the Journal of World Business. We present a detailed examination of the IHRM/TM content of the Journal of World Business from its inception in 1965 through 2014. To put the results of that review into perspective, we review key themes in global business and strategy from 1965 to the present, noting where IHRM/TM research and business trends correspond, diverge, and lag. Next, we present a brief history of IHRM and TM, showing how the emerging theme of TM offers challenges and promise for connecting future IHRM/TM research with emerging business, strategy, and social trends. We conclude with the implications of our findings for future research, and the importance of the search for global competence.     

Strategic corporate social responsibility as global brand insurance

When the competitive strategies of multinationals rely on global brands, corporate social responsibility (CSR) offers insurance against management lapses. The practical need for CSR as brand insurance comes from changing social expectations, affluence, and globalization. Corporate actions that violate societal expectations damage, even destroy, brand image among networked stakeholders who are affluent enough to buy branded products and services. The premiums for CSR brand insurance are paid by leaders who create an organization-wide commitment to CSR as a means of redefining ‘profit maximization.’ By integrating a stakeholder perspective, management is best placed to optimize stockholder returns over the longer term.     

Strategic currency hedging and global portfolio investments upside down

The literature on the convenience of currency hedging of international portfolio investments has not reached a final verdict. There are arguments for (Perold and Schulman [Perold, A.F. and Schulman, E.C. (1988). The free lunch in currency hedging: implications for investment policy and performance standards, Financial Analysts Journal, May/June Vol. 44, No. 3: 45-52]) and against (Froot [Froot, K. (1993). Currency hedging over long horizons. NBER Working Paper 4355.] and Campbell et al. [Campbell, J.Y., Viceira, L.M. and White, J.S. (2003). Foreign currency for long-term investors. The Economic Journal, Volume 113, Number 486, (March), pp. C1-C25(1)]). This paper analyzes the perspective of global investors based in emerging markets, for which hedging should imply increasing expected returns. The question thus is whether currency hedging is a “free lunch” in this case. No free lunch exists, as it turns out. Hard currencies act as natural hedges against global (and local) portfolio losses, since they tend to appreciate with respect to emerging market currencies when the world portfolio return is negative. Therefore, in this case currency hedging increases volatility—although also increasing expected returns. This result is likely to hold generally for relatively open economies with flexible exchange rate regimes.     

Strategic resource decisions to enhance the performance of global engineering services

This paper extends our understanding of the internationalisation and firm performance (I-FP) relationship of service firms by considering the influence of strategic decisions on three types of slack resources. The research focusses on an important type of service operations ? global engineering services, which are a major part of the global economy and represent a distinctive business model in the contemporary business environment. In doing so, we theorise the I-FP relationship by addressing the knowledge-intensive, project-based and people-centric features of engineering service firms (ESFs); and test the relationship with a carefully assembled dataset containing 12 years’ data from 242 ESFs. We identify a negative overall I-FP relationship, i.e. ESFs’ international expansion leads to worse financial performance in general. The presence of slack resources explains why such a result exists. Our findings have significant implications, both for future research on internationalisation and performance and for firms to effectively deploy their resources to support global service operations in a strategic manner.     

Global talent management and global talent challenges: Strategic opportunities for IHRM

The need for multinational firms to be as competitive in the global marketplace as possible has increased dramatically over the past twenty years. For international human resource management this has meant many strategic opportunities to international human resource management. An excellent example of such an opportunity is that which exists regarding the management of talent. This opportunity began to develop in the late 1990s with the advent of the challenge of “global talent management.” During the past few years this opportunity has expanded to include challenges dealing with talent shortages, talent surpluses, locating and relocating talent, and compensation levels of talent. Together, these conditions are all “global talent challenges”. In this article we describe these several global talent challenges and the strategic opportunities they present to firms and propose the implications of these for firms and for the field of international human resource management.     

Marketing of Banned Pesticides and Unapproved Pharmaceuticals and Unapproved Pharmaceuticals to Developing Countries

The United States sells $3.0 billion of pesticides and $7.0 billion of pharmaceuticals to consumers in export markets. Many of these products are banned and/or unapproved for use within the United States. This perplexing double standard continues to create unique ethical questions for United States based multinational corporations (MNCs) who sell pesticides and pharmaceutical products worldwide. This paper explores the issues related to export sales and how to effectively control and monitor the sale of these products to customers in developing countries.     

Strategic capabilities and the emergence of the global factory: Omron in China

Omron Shanghai provides a detailed case study of a multinational subsidiary's long-term evolution. The study assesses three streams of international business literature that emphasize the seemingly competing roles of parent firm strategy, national institutions or local management in the development of subsidiaries. It looks at each business function separately to reveal which capabilities were effectively transferred from Japan to China. In tracing Omron Shanghai's development from international joint venture into wholly owned enterprise and then global factory, it is the strategic intent of the parent multinational corporations that emerges as the consistent formative influence on management practices and capabilities.     

Strategic planning: A look at Ruby Tuesday

Strategic planning and management allows an organization to choose its products, services, and markets.     

Strategic challenges and issues for Chinese managers and management in the global economy: conclusions

The contributions to this symposium on ‘Demystifying Chinese Management’ have attempted to tackle new strategic issues and challenges vis-à-vis the newly diversified ownership and management system which has occurred since Deng's economic reforms. It is clear that when we try to ‘make sense’ of management in the People's Republic of China, we must take into account the degree to which Chinese management has become distinctive, with an adaptation of exogenous knowledge to local circumstances and a relative degree of ‘convergence’ involving a synthesis of ‘local’, ‘glocal’ and ‘global’ forms.     

Ethical Stances: the Perceptions of Accountancy and HR Specialists of Ethical Conundrums at Work

This paper explores how managers and professionals from two functional areas, finance and accountancy and human resource management, perceive, think about and act upon ethical conundrums at work. The study is based on 43 interviews in which respondents were asked to report on ethical issues and incidents they had experienced at work. A conceptual framework is presented which is used to analyse the critical incidents.     

HR managers stereotyping frontline managers

This study explored how human resource (HR) leaders' biased perceptions of frontline manager (FLM) effectiveness influence HR ratings of FLM competencies, resulting in insufficient training and job preparation for these critical employees. The literature review examined FLM research, ratings of supervisory competencies and the underlying theoretical frameworks of implicit leadership theory and leadership categorization theory, and their relationship to informal learning. The research used mixed methods, with a qualitative critical incident study to identify competencies, followed by a quantitative survey to compare ratings, followed by qualitative in-person interviews to confirm survey findings. Results revealed a significant difference between HR and other raters of FLMs, including the FLMs themselves, with regard to FLM effectiveness, and these differences are informed by HR stereotypes of FLMs. Recommendations and implications suggest HR's role in providing unbiased assessment could lead to essential FLM training and development.     

人力资源管理阶段论

企业的整个生命周期分为四个阶段:开创阶段(Start-Up),增长阶段(Growth),成熟阶段(Maturity)和衰退阶段(Decline);对应于不同的阶段,其人力资源战略的具体重点和操作也各不相同,下面就分阶段地进行分析:     

About 100 Biotech Pharmaceuticals under Clinical Research

Assisting by the National 863 Science Research Programme, China has made great progress in developing biotech Pharmaceuticals. So far, successful achievements in biotech research have brought about 18 kinds of biotech pharmaceuticals on the market, having four kinds to be ranked as the pharmaceuticals in the first category.     

Strategic complexity and global expansion: An empirical study of newcomer Multinational Corporations from small economies

The purpose of this paper is to analyse the determinants of global expansion strategies of newcomer Multinational Corporations (MNCs) by focusing on Iceland, Israel and Ireland. We argue that newcomer MNCs from small open economies pursue complex global expansion strategies (CGES). We distinguish four different types of global expansion strategies, namely, horizontal, vertical, lateral integration, and risk diversification. Building upon the traditions of Caves and Dunning and applying a multinomial logistic approach, we model CGES as a function of firm and country specific factors. The empirical evidence suggests that newcomer MNCs move away from simplistic dualities in the formulation of their strategic choices towards more complex options as a means of maintaining and enhancing their global competitiveness.     

论企业内部人力资源管理的有效性

企业中的“人”将决定企业能否最终取得市场或战略上的成功。在诸多的论著中经常会看到“员工是上帝”这种说法,那么企业的员工又处于什么样的位置呢?从一个较新的视角——“顾问咨询与市场交流”这个角度来探讨企业内部人力资源管理中“员工”问题,并尝试着如何从战略的高度解决或者说提升企业内部人力资源管理方面的有效性问题。     

步长稳心颗粒市场营销策略分析

通过对步长稳心颗粒所进行的SWOT分析显示:其具有知名度高、实力强、产品技术和疗效佳、销售网络与团队强大的优势,且国家政策的支持、市场潜力大、医药市场和医保制度的逐渐完善也为其发展提供了良好的机会;但仍存在销售政策和薪酬激励机制不完善、渠道控制力差、缺乏有力监管以及市场竞争激烈、外资和国内药企业并购重组的冲击、国家监管力度加大等劣势和威胁。步长集团应加快进行客户分类和市场营销组合策略,完善薪酬激励制度,并加强集团道德建设,以进一步提升稳心颗粒的市场竞争力。