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The purpose of this paper is to explore the interplay between identity and global mobility in the careers of senior, female talent, uniquely taking into account the perceptions of both female and male participants. In addition, the role organisations can play in enabling women to overcome these identity constraints is identified.

This interpretivist study draws on data from 38 in-depth interviews with senior managers in a large, multinational organisation to elicit a rich picture of how such careers are enacted.

Findings reveal how identity conflicts function as a glass border for globally mobile, senior female talent. Ways in which talent can access positive identity narratives to inform global mobility choices are identified.

The limitations of this study include the relatively small sample size and the single case design of this research. The findings, however, offer insights into the identity work of globally mobile, female talent across different contexts.

Organisations can facilitate access to identity narratives through mentoring, face-to-face forums and via the internet to enable globally mobile, female talent to make more informed global mobility choices.

Drawing on identity theory, this paper examines how identity work for globally mobile, female talent has more fluid interpersonal boundaries than for men, creating on-going identity struggles. In highlighting how identity narratives can act as a means of breaching the glass border and facilitating global mobility for female talent, a contribution is made to existing debates in the fields of identity, gender studies and global talent management.

This paper aims to evaluate the approaches to talent management (TM) in small- to medium-sized enterprise (SME) hotels in Nigeria during the COVID-19 crisis drawing on the resource-based view (RBV) of Strategy.

An interpretivist methodology was adopted, and 42 semi-structured interviews were undertaken with SME hotel owners, self-initiated expatriate (SIE) talent and local workers in Nigerian hotels. A thematic approach to analysis was undertaken to identify key themes.

The findings highlight how SME hotel owners’ reactive and short-term approaches to TM have created problems during the pandemic as they are unable to rely on acquiring SIE talent to fill key skills gaps. Furthermore, failure to capitalise on the expertise and networks of their current SIEs has resulted in a lack of knowledge sharing with other local employees. This results in TM strategies that do not offer differentiated approaches that balance talent flows to achieve competitive advantage.

SME hotel leaders should adopt a more equitable approach to TM that values all workers rather than exclusively focusing on SIEs. Employment contracts should ensure that SIEs are responsible for training and developing local workers as part of a networking approach to RBV.

This novel study focused on TM within SME hotels in a Nigerian context during COVID-19. The findings show how SME senior leaders value SIE talent above local workers and pursue a TM strategy that perpetuates the status quo. The COVID-19 crisis has acted as a catalyst for leaders to recognise the value of local talent and consider a more sustainable approach to TM.

This study aims to explore how transformational leaders enhance public service employees’ growth satisfaction in the job and mitigate job stress and burnout, incorporating follower interpersonal communication satisfaction with the leader (IPCSL) as a mediator.

On the basis of the survey data collected from the Indian public service employees, regression analysis, bootstrapping and SOBEL test are used to test the proposed research model.

The findings highlighted a partial mediation of follower interpersonal communication satisfaction with leader between transformational leadership (TL) and public service employees’ growth satisfaction in the job. Although there was no significant direct effect of TL on job stress and burnout, the results underlined a significant indirect effect of follower IPCSL.

By examining the important role of follower IPCSL, this study unravels the precise intervening mechanism between TL and follower affective outcomes like growth satisfaction in job, job stress and burnout among public service employees.

In expatriate-reliant countries, the challenge of attracting and retaining overseas talent remains, despite the COVID-19 global pandemic restricting international travel. Expatriates depend on formal organizational and host country national (HCN) support to facilitate their adjustment when moving abroad. To date, there has been a limited focus on the centrality of language in spanning boundaries between HCNs and expatriates that enables bridges to be formed. This study explored how language influences the social capital accrual and the support received by expatriates from HCNs.

Rooted in social constructionism, the authors used semi-structured interviews with a purposive sample of 20 Nigerian HCNs from two Italian organizations in the construction industry.

The findings highlight how language is key to effective social capital bridging and show how HCNs act as boundary spanners between local talent and expatriates on assignment. In this study, HCNs have superior language skills and can thus fill the semantic void in communication between the two parties. It emerged that expatriates receive more significant support and higher levels of social capital accrual than HCNs from this relationship.

Consideration should be given to providing formal language training to both expatriates and HCNs. Embedding networking relationships, such as buddying schemes or reverse mentoring, would enhance the social capital of both parties and improve performance. In addition, global talent management policies should be adjusted to provide definitive career paths and clearer promotion criteria for HCNs.

The authors find that through their language ability, HCNs may have more power over expatriates than previously considered, repositioning their status from a talent perspective. The authors argue that expatriates should not be considered by organizations the only source of global talent in such a context, and that organizations need to offer more definitive talent policies and support that accounts for both expatriates and HCNs.

The purpose of this paper is to examine and conceptualise the ways in which a balance can be achieved between optimising the efficiency and effectiveness of electronic human resource management (e-HRM) systems for human resource management (HRM) and enabling innovation to occur during the system implementation.

An interpretive case study of a UK local authority e-HRM system implementation is examined using the notion of ambidexterity as an analytical device. Ambidexterity relates to how an organisation develops the ability to operate efficiently in the now, while at the same time being able to adapt to environmental changes around and ahead of them in order to grow into the future.

As an intra-organisational capability, ambidexterity is found to derive from the simultaneous interplay and balancing of dual capabilities: exploitation and exploration. e-HRM exploitation concerned the capability to generate new knowledge with innovatory effects, created through the everyday practices performed by practitioners at all levels in the organisation. e-HRM exploration, rather than being a purposeful act, was found to be an accidental consequence of engaging in exploitation to maintain the status quo.

The notion of ambidexterity was originally constructed within strategic management and studies in the field have previously been confined to this area. This makes this study theoretically and empirically experimental, making it a challenging research endeavour. Another limitation is that the authors only sought views from the interviewees on how external forces might limit or facilitate their ambidexterity, as opposed to actually studying those forces themselves.

The authors suggest that those in organisations who are responsible for strategic HRM need to consider ways in which “intentional” opportunities for ambidexterity in e-HRM systems implementation can be identified and harnessed to ensure better balances between exploitation and exploration in such endeavours and to guard against innovation only occurring through chance.

There is a lack of detailed investigation of how organisations actually achieve ambidexterity, particularly in three under-researched areas: ambidexterity in the public sector, at human resourcing functional level and e-HRM systems implementation. Bundling these three areas into an integrated examination allows us to both identify how exploitation and exploration play out in the ambidextrous practices of an e-HRM project and also to identify the dimensions of ambidexterity in balancing e-HRM work.

This article examines the reallocation of human resource management responsibilities from HR specialists to line managers in UK public sector organisations in an increasingly regulated working environment. It uses evidence about the extent and scope of HR devolution in a large unitary city council, the British Library and a county probationary service. Based on the perceptions of senior managers, middle managers, HR specialists and the trade union representatives, it specifically explores: the issues devolution raises about the HR responsibilities of line managers; the experience of HR devolution in the public sector; and the impact of a more externally regulated and litigious workplace on continuing devolution.

The purpose of this study is to identify how ethical stances can be used to develop a frame set in the design of a web-based decision support system (DSS) for ethical decision-making and to test both the efficacy of these frames and the potential of such a tool for individuals and groups in both leadership development situations and organisational practice. Unethical behaviour by executives is a frequently cited reason for erosion of trust with other stakeholders.

Utilising action research, by choosing ethics frames such as heuristics, a web-based ethics DSS designed to enable users to explore ethical issues from multiple perspectives was constructed and this was beta-tested with a major UK bank and a global oil company.

In orchestrating constant revisions of the ethics frames in the tool, learning from each research cycle was identified, a new form of action research, a design action research, which emphasises the importance of collaboration in the design of such decision-making tools, was offered and the tool for management development and other applications was successfully beta-tested.

It was demonstrated to management developers how web-based systems might be designed by non-information technology professionals; the framing literature was added by demonstrating the value of engaging in dialogue about ethical issues of concern to managers and their organisations and thus improving decision-making; and additions were made to the literature on ethics and Information systems (IS) and contribution toward action research in the fields of IS and ethics was done.