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The purpose of this paper is to provide a comprehensive framework that identifies thematic clusters and their interconnections within Global Talent Management (GTM), global careers and talent management (TM).

In this paper, this study conducted a co-citation analysis using bibliographic data to unveil the intellectual connections and relationships among thematic articles related to GTM sourced from the Web of Science.

This review highlights three key research themes: experiences working abroad, TM approaches and the complex nature of GTM as a living system.

The main limitation of this research is the sample itself. Content analysis based on the co-citation method resulted in some more recent releases being omitted.

The practical implications of the paper include providing a structured framework for understanding the complexities of GTM.

Research into the academic literature in this area is divided into various clusters, empirically demonstrating how GTM and global mobility are intertwined, revealing the need for us to more thoroughly comprehend the social ramifications of GTM practices and activities and the need to further analyse the influencing social aspects in a GTM strategy, like diversity, increased mobility and virtual reality.

The analysis revealed the emergence of three distinct thematic groups: (1) global work experiences, (2) TM approaches and (3) GTM.

Talent is a critical factor for organizational success. Multinational corporations (MNCs) face the challenge of fierce competition for talent worldwide by increasing their efforts in global talent management (GTM). To improve the strategic alignment of GTM, organizations increasingly incorporate information and communication technology (ICT) applications to support their GTM system. However, not every organization is successful at applying these new opportunities (e-GTM) and aligning them successfully with their organizational strategy. This chapter aims at conceptualizing the relationship between strategic GTM and strategic ICT in an aligned effort. It presents a conceptual framework that identifies four types of MNC approaches to e-GTM.

By means of a review of, both the GTM literature as well as the ICT literature, we connect the two concepts, GTM and ICT into e-GTM, into a framework along two axes: the extent to which MNCs apply GTM (ad hoc vs. strategic) and the scope of ICT in MNCs (operational vs. strategic).

Although the framework identifies four approaches to e-GTM in MNCs, the framework is less black and white than as presented. Companies can display e-GTM characteristics which place them in the gray areas in between each of the profiles. Additionally, we assume that achieving the alignment of strategic GTM and strategic ICT is an iterative process.

Since strategic alignment is not static but continuously changing, it requires companies to reevaluate their current GTM practices and ICT applications constantly while scanning the external market for new developments in the field of GTM and ICT to ensure the innovative state of their system. Furthermore, we assume that MNCs from high-tech sectors are more successful in supporting their strategic GTM applications with suitable ICT applications than MNCs from low-tech sectors. The study presents a first step toward researching the relationship between strategic GTM and strategic ICT in MNCs. The proposed framework might be used as a foundation for further research studies.

The framework presented in this chapter can help MNCs to address the issue of connecting GTM and ICT.

The relationship between GTM and ICT have not been conceptualized before. Furthermore, the typology presented in this chapter, with four approaches to ICT-enabled GTM, is a new way of looking at the GTM–ICT relationship.

Current global business challenges and circumstances are responsible for the need for global talent management (GTM) within multinational corporations (MNCs). Social media and networks are becoming key channels for global communication and collaboration. For GTM in MNCs, an effective usage of social media can potentially result in a competitive edge and create value. The purpose of this study is to answer the question of how.

By means of the Delphi method, three groups of experts were interviewed with questionnaires in two rounds: HR managers, HR researchers, and students following a Master of Science program in Business Administration.

The findings show that all groups assessed the necessity of GTM in MNCs. The HR managers and HR researchers agreed on the areas of focus and instruments that are essential for a successful GTM system. But concerning the application of social networks, the groups have different views. The graduate students are especially open-minded about social networks, and therefore they advocate the use of this tool. The HR managers, however, are skeptical toward this new media and even now have not integrated social networks into GTM to a great extent.

This study presents a GTM model for MNCs based on the combined findings from the literature review and the Delphi study. To our knowledge, this is a new approach. The model helps researchers and practitioners to align GTM in MNCs with the support of social media.

The purpose of this paper is to investigate Global Talent Management (GTM) approaches and praxis with a specific focus on global deployment goal congruence and alignment between expatriates and the organization, talent recognition, valuation and utilization of repatriates.

Qualitative research in this paper entails interviews with 78 expatriates and repatriates across the globe, investigating their experiences with, perspectives on and perceptions of GTM praxis and approaches.

Findings of this study revealed firstly, that there is incongruence and misalignment of goals in global deployment where organizational, financial goals prevailed over social and human-oriented goals. Secondly, a lack of global talent pools and pipelines where interviewees indicated that expatriate assignments (EAs) were typically reactionary without strategic forward thinking on talent management (TM), observable through organizations' focus on short-term return on investment (ROI) on EAs instead of long-term talent investments. Thirdly, there was little recognition and non-utilization of cross-cultural human capital and talents upon repatriation.

This study relied on self-reports of expatriates' and repatriates' perceptions of and experiences with GTM approaches. Future research should gather multi-actor, multiple-source data from expatriates and repatriates, senior leaders, line managers, GTM strategic business partners to gain more insight into GTM approaches and praxis.

Organizations are recommended to conduct “Global Talent Management Open Strategy Formation” as the foundation of an evidence-based, integrative GTM architecture and praxis to ensure GTM effectiveness.

This paper contributes to the literature by advocating for sustainable, people-centric GTM to safeguard the longevity and sustainability of all members of the talent ecosystem.

Despite the widely acknowledged relevance of global talent management (GTM) to business strategy, its activity and scope are not well understood. The purpose of this paper is to propose a conceptual framework for GTM and specifies the main components: strategy, practices, experiences and systems. Complementing the framework, a multiple-actors model is introduced identifying actors participant in the talent system. Specification of the GTM system frames future research of components and outcomes, informs management practice and is of particular relevance to management of global mobility (GM) by multiple actors.

This paper introduces a strategic framework for GTM and corresponding multiple-actors model extending the GTM, strategic human resource management (SHRM) and GM literatures. A systems view of GTM is presented, founded on social exchange amongst actors. System components and actor roles are specified.

GTM is articulated as a coherent set of activities within an integrated system. Actors centrally involved in co-creation of the talent system are identified.

Presenting an internal view, the framework excludes external influences such as talent markets. Empirical study is required. An approach is outlined.

The framework and model provide management with a strategic approach to GTM and a tool for management enquiry in their challenge to operationalise GTM.

The framework deepens the understanding of GTM, extends the GM literature debate of managing expatriate talent to a wider system perspective and sheds light on the intended-actual gap noted in SHRM literature. The multiple-actors model re-positions the employee at the centre of talent management.

Researchers and practitioners are interested in developing frameworks that can improve the understanding of the emerging field of global talent management (GTM) within and across the subsidiaries of multinational enterprises (MNEs). A few studies have proposed such frameworks but only implicitly include constructs at different levels of analysis. This paper is a step toward bridging the gap. Grounded in multi-level theory, international human resources management (IHRM) frameworks, and the ability-motivation-opportunity model, the purpose of this paper is to develop a multi-level framework that describes the processes through which antecedents at four levels of analysis affect a subsidiary’s GTM system, which in turn directly affects outcomes at three levels of analysis.

This paper develops a multi-level framework that describes the processes through which antecedents at four levels of analysis affect a subsidiary’s GTM system. Along with including four levels of analysis and highlighting cross-level interactions in our proposed multi-level framework, several testable propositions are offered.

The framework developed in this paper depicts the causal relationship between the subsidiary IHRM strategy (subsidiary level) and subsidiary GTM system (subsidiary level), and the several moderating variables that specify conditions under which the subsidiary IHRM Strategy affects a subsidiary GTM system. The moderator variables include national culture distance (country level), MNE headquarters (HQ) orientation (MNE HQ level), and the required dynamic cross-cultural competencies (expatriate level). In addition, the framework shows the outcomes of a subsidiary’s GTM system across three levels: knowledge transfer (MNE HQ level), localization (subsidiary level), and cross-cultural learning (expatriate level). In the context of multi-level analyses (the authors discuss this next), the framework shows several top-down processes (e.g. P2, P4 and P5) and several bottom-up processes (e.g. P3 and P7).

The proposed multi-level framework describes important antecedents and outcomes of a subsidiary’s GTM system, and proposes several propositions for future empirical and theoretical research that could be the focus of a systematic research program and agenda on GTM in subsidiaries. In addition, the proposed framework enables us to advance the GTM literature by improving the understanding of and offering insights about the GTM system of a subsidiary, and specifically contribute to research in IHRM and GTM in a number of ways.

Existing scholarly GTM frameworks used by practitioners do not take into account the multi-level complexities that exist when a subsidiary IHRM strategy may not align with the subsidiary GTM system. As such, both practitioners and researchers would benefit by adopting a multi-level framework that accounts for these complexities and how they interact with one another to influence the way subsidiaries manage their expatriate talent.

By using multi-level theory to examine subsidiary GTM systems, the authors advance both the GTM literature and the IHRM literature. Overall, this paper attempts to shift the focus of each subsidiary’s GTM system to a broader, multi-level perspective and contribute to new theory building in GTM research, specifically in subsidiary GTM-MNE research and provide some thoughtful suggestions for HR practitioners wanting to enhance the effectiveness of their MNEs.

The purpose of this paper is to further develop Global Talent Management (GTM) and the career literature by conceptualizing a model that uses widely discussed contemporary career concepts such as boundaryless career, protean career and kaleidoscope career, with a special focus on gender issues and contextual impact factors. This model contributes to the understanding of how GTM in multinational enterprises (MNEs) can be designed to fit lifelong career courses and to reduce talent scarcity by increasing the deployment of female talent.

The authors develop a theoretical model of a talent’s lifelong development of career orientations, and draw insights from many discreet literature bases. Through a review of the relevant literature, this paper synthesizes a holistic approach to understand why MNEs need a tailor-made GTM with a particular focus on gender and a life phase-specific career orientation with strong local responsiveness.

The Dynamic Career Cube is a hermeneutic model that helps to visualize the individual career course of talented employees and the fit of talent’s career orientations and GTM.

A research agenda that includes a retrospective analysis of biographies, especially considering contextual factors such as culture and role stereotypes, is proposed as a starting point for research in this field.

The design and implementation of current GTM must be questioned to fit the contextual factors and to currently match the needs of talented male and female employees throughout their lifelong career course. Tailor-made GTM measures depending on the career phase are proposed.

The paper provides a novel synthesis of the existing research and literature on GTM, gender and careers. By showing the complexity of individual career decisions that are influenced by internal and contextual factors, the paper emphasizes the importance of flexible, locally responsive and gender-inclusive GTM. The paper is useful for academics who seek insight into a talent’s decision-making process and practitioners who manage talent globally.

Little is known about the attraction, development, and attrition factors that impact on expatriates’ decision making in relation to international assignment opportunities, nor is there clear understanding as to how global mobility outcomes impact on global talent management (GTM). The purpose of this paper is to conceptualize the attraction, development, and attrition of expatriates as a process that is focussed on two core elements of expatriate ROI (eROI) – corporate ROI (cROI) and individual ROI (iROI). Further, the authors adopt an innovative approach by conceptualizing how global mobility is linked to GTM.

Applying psychological contract theory, the authors draw on empirical data from two large studies to compare the perspectives of mobility managers (the cROI inputs) with those of long-term assignees (expatriates; the iROI inputs) to identify how global mobility outcomes can impact on GTM.

By comparing and contrasting corporate and individual perspectives, the findings show a more complete picture of expatriation in practice than has been offered in prior research. Doing so highlights synergies and conflicts in the desired support provided for, and outcomes expected from, global mobility and GTM programs.

The research adds to the literature by demonstrating how cROI and iROI combine to influence overall global mobility outcomes for multinational corporations, and how these, in turn, impact on GTM initiatives and overall GTM success. It extends previous research to specifically link global mobility to GTM, and adds to the limited empirical literature on eROI. The research also advances understanding of the employment relationship during expatriation by identifying new factors and consequences pertaining to psychological contract fulfillment. Implications for future research are presented.

I build on a strong foundation of prior studies about expatriate compensation in general to provide an overview of changes in expatriate compensation, from home- to host-based approaches, during the past 10 years.

Underpinned by findings from academic and practitioner literature, I review and integrate studies of expatriate compensation and global talent management to outline the challenges and opportunities home- and host-based compensation approaches present to MNEs.

Home-based compensation is becoming an outdated and overly expensive model that is often ineffective in moving MNEs’ global competitive advantage to where it needs to be, leaving host-based approaches as the only alternative. But the use of host-based “cheaper” compensation approaches can also lead to unintended outcomes for MNEs in terms of unforeseen opportunity costs (such as the loss of critical talent) arising from shortsighted compensation decisions.

I argue that expatriate compensation works best when it is not based on an employees’ home-country status but instead on the role that he or she performs locally. I suggest a host-based compensation approach — global compensation — that is based on the worth of the position rather than where the individual has come from. Such an approach is more equitable because it is performance-based thereby eliminating overpaying and perceived unfairness. It is much simpler to administer than home-based compensation because it represents an extension of most MNEs already existing domestic (home country) pay-for-performance model.

Despite more than 10 years of new compensation practices being implemented and reported by global mobility practitioners, very little has been studied or written by scholars about some of the recent changes in expatriate compensation over the past decade. The chapter addresses this gap in academic literature.

Using human capital theory and resource-based view (RBV), the authors argue that individuals and societies derive economic benefits from investments in people (Becker, 1992; Sweetland, 1996), thus effective management of talent is critical for economic development (Lepak and Snell, 2002; Khilji, 2012a). Next, the authors review governmental policies in three of the world's most populous countries, Bangladesh, India, and Pakistan, in order to highlight their national talent development efforts. The authors discuss how each country is meeting the challenge of making the talent they own, as well as buying diaspora talent in order to strengthen their local capabilities. The paper aims to discuss these issues.

The authors adopted a comparative analysis approach in order to frame our arguments and discussion.

The paper finds that Bangladesh, India and Pakistan have implemented a wide range of initiatives, from skill development programs to citizenship policies for its diaspora, in order to upgrade their local capabilities. In addition, these countries are simultaneously using inclusive, exclusive, and subject dimensions (Gallardo-Gallardo et al., 2013) in developing their national talent. The paper highlights prevalence of the paradox of development and retention particularly in Bangladesh and Pakistan, where youth is also being trained to emigrate.

Global talent management (GTM) has become an increasingly important policy initiative, in view of a global generational divide that will require youth-rich emerging economies and aging developed countries to implement policies that help them meet global talent needs.

This commentary advances a macro GTM view, and argues in favor of promoting a policy perspective to better connect policy, research and practice that may lead to maximizing human potential globally and addressing global talent shortages.