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The purpose of this paper is to address the role of legitimacy in internationalization to Africa of a Finnish professional service microfirm, which uses cause-related marketing (CRM) as the business model.

The paper consists of a single case study of a microfirm (two employees) originating from Finland, which has successfully internationalized to many African countries. Due to the uniqueness of the context, the authors use semi-structured interviews to collect founders’ insights to the issue being addressed. Moreover, along with interviews, secondary sources related to football talent scouting in Africa are also utilized in the paper.

The authors found that the case company was established with the aim of helping and uplifting poor African footballers, so the business model is CRM. It has scouted many of them for professional football clubs in Europe. The authors further found that sociopolitical legitimacy plays a major role in dealing with African footballers and local stakeholders, while cognitive legitimacy helped the case firm gain the trust of European football clubs.

Internationalization of microfirms operating in the service sector is a rather under-researched area compared to the internationalization of SMEs and large MNEs. The paper is one of the first to study internationalization of a professional service microfirm involved in scouting football talent in Africa and matchmaking them with European football clubs. It contributes to extant CRM and internationalization literature by being one of the first to analyze a firm whose business model revolves around CRM and discussing specific roles of different kinds of legitimacies needed for internationalization to Africa in this specific service sector.

The purpose of this paper is to investigate how the changing of institutional logics in an established field shapes the developmental networks of high‐achievers.

This research combines time series analysis of more than 80 years of historical data (1922‐2004) with qualitative analysis of induction speeches of 99 hall of fame players from the same period.

Findings indicate that a change in field logics from a more staid “insular” logic to a market or more business‐oriented logic coincided with changes in key players' developmental networks. In particular, the key players' self‐identified developmental relationships become both more numerous and more diverse in nature. Results of the time series analysis connect the shift in logic with the late 1950s which was an important time in Major League Baseball's history. It was during this period that, for the first time, each team had at least one African American player on their roster and each team had an average of at least one full‐time scout based in a country outside the USA – both indicators of MLB's increasingly global search for talent.

The study focuses on extraordinary career performers (versus all performers) in an all‐male professional sport where the nature of the sport and the number of organizations remains relatively stable over time.

These findings show how changes to industry level logics can affect individual level changes in mentoring and developmental networks. In particular, they demonstrate how organizations can create and remove potential developer roles as their respective logics change from era to era.

This is the first known study to explore the effect of macro level changes on mentoring and developmental networks at the individual level.

The paper aims at dealing with the role of users in the creation (or curation) and distribution of digital contents. User generated contents (UGCs) refer to a variety of media such as Wikis, question-answer databases, digital video, blogging, podcasting, forums, review sites, social networking, social media and mobile phone photograph. It attempts assessing their potential role as co-innovators. The paper follows the progressive creation of a new space for users, tracking its specific forms in each subsector of the media and content industries. Each subsector reveals a disruption in the production and circulation of new content.

The paper is based on desk research, a review of literature, review of the technical journals, and analysis of annual reports. The paper is part of an on-going research project on media and content industries.

The paper argued that since 2007 (release of iPhone and Kindle) the landscape went through a dramatic change, scaling up. It illustrates how the entire value chain of content (production/distribution/consumption) has opened up. The amount of UGC produced triggered a qualitative jump, ushering in new modes of interaction between the customers and creators, without necessarily turning the consumer into a full-fledge producer. The UGC model adds another source of production, thereby increasing diversity, ushering in new ways for talent scouting. It reveals various forms of co-creation and the role of a community model while also showing its limits.

This paper concentrates on digital media and does not deal with any other aspect such as knowledge sharing (Wikis). The paper does not cover the reactions of traditional industry players to UGC (some elements are given for newspaper), neither possible policy and regulatory responses The paper relies mostly on reports from news agencies, consultancies or annual reports from companies so as to delineate the main trends.

It shows that the role of customers did change within this context. The new channels offer novel ways to produce, curate and disseminate contents. It offers a range of examples from different industries.

The paper documents the participation of consumers in the production of content. it hints at the evolution of labour, alludes to the issue of diversity and of creativity, but does not address other societal issues.

Some reports were devoted to UGC in 2007 (OECD) and 2008 (Idate-IVIR-TNO) but in spite of the major changes that took place over the past decade, the research has been scarce, or has concentrated on a specific segment of the media industry. The paper is trying to offer a comprehensive overview of the various segments. Each sub-segment of the media industry illustrates a specific dimension.

After a thorough analysis of the case, students will be able to do the following: understand the building blocks of incentive structure in an organizational setting. Review the existing incentive structure at WINFORT. Develop effective incentive approaches to motivate employees at workplace. Illustrate the importance of performance management review to motivate employees.

The case explores the motivational state of a talent acquisition executive or talent scout working for a staffing firm, WINFORT Services in New Delhi, India. The two main characters in the cast are Helena Stacy, the Lead Talent Scout at WINFORT and Sofia Williams, the Talent scout. There was a meeting conducted between Helena and Sofia regarding the latter’s performance review held annually. However, to Sofia’s surprise, she could to get any salary hike this time as she failed to achieve her given targets. This led to a serious altercation between the two and resulted in Sofia started thinking of looking for alternate job opportunities.

The case is suitable for any postgraduate course, in particular MBA or MBA executive development program on human resource management, talent management, compensation and benefits, and as a module on motivation in organizational behavior.

CSS 6: Human Resource Management.

In addition, there are more resources available to augment the understanding of the business operations of staffing firms in India. Interested instructors and students are advised to go through these resources to better understand the routine operations of a staffing organization. https://talentcorner.in/how-recruitment-industry-generates-wealth/ https://wowidea.in/how-recruitment-agencies-in-india-works/ https://www.michaelpage.be/about-us/our-recruitment-process?fbclid=iwar0ftzztbzm5afvdwv_oyvp1f1p8zgpuflrbt8z6yg9zakm5c0kaoaom6ha

The Olympic Gold Quest (OGQ) was founded as a Non-profit to support Indian athletes in their quest to win Olympic Gold medals by bridging the gap between the best athletes in India and in the world. The support from OGQ has been instrumental to India in winning its highest number of medals at any summer Olympics. Buoyed by this success, OGQ has set up a target of achieving eight Olympic medals at the 2016 Rio Olympic Games. With OGQ relying on donations to support the athletes, the challenge is to market the Olympic cause by creating, communicating, and delivering the right offering for its donors.

OGQ was founded by Geet Sethi and Prakash Padukone with the mission to support potential Olympic medal winners, in achieving their dream, with the help of all the stakeholders; and the vision to scout for potential talent and identify their needs. It had eminent personalities from sports who understood the problems with Indian sports and from industry who had a passion for sports and supported it. OGQ supported its athletes for the 2012 London Olympics through voluntary contributions and its athletes won four medals. For the 2016 Olympics, OGQ had a target of eight Olympic medals and was scaling up its support to athletes. Viren Rasquinha, the CEO of OGQ, knew that he had to focus on getting more contributions as he needed more resources to support the athletes. For this OGQ needed to review its communication strategy to the current and potential donors.

The purpose of this paper is to explore the perceptions that impact Canadian organizations’ satisfaction with their high-potential (HIPO) identifying practices. More specifically, the paper investigated the perceptual lenses used by HR professionals to view their HIPO identification programs and the elements of such programs that impact satisfaction.

A structural equations modeling technique was used to analyze responses to a national survey (n=219) conducted through a leading Canadian publication for human resource practitioners.

The results reveal that HR professionals form their perceptions of HIPO identification programs on the basis of perceived effectiveness to accurately identify HIPO employees, fairness and motivation. The results further indicate that the degree of formalization of an organization's approach toward identifying HIPOs is the most impactful element for determining satisfaction.

First, the study relied on a relatively small sample. Second, the criterion measures used in the study were not continuous. Third, data were collected using self-report questionnaires.

The results suggest that organizations should be primarily concerned with adopting a formal, systematic approach when implementing a HIPO identification process. The paper identifies several other elements that organizations should consider in order to maximize their satisfaction with HIPO programs, as well corresponding mediating perceptual lenses.

While many organizations regard HIPO programs as essential for their future success, most are not satisfied with their initiatives. This study makes an important contribution to the understanding of the sources of satisfaction with such programs. To the knowledge, this study is the first attempt to understand the factors that determine organizations’ satisfaction with their HIPO identification programs and, therefore, it makes a significant contribution to the literature on developing leadership capability through design and implementation of HIPO programs.

The 12^th South Asian Games were held in India in Guawhati and Shillong in February 2016, after repeated rescheduling. There were a number of challenges to organizing the games such as lack of infrastructure, legacy of corruption from past games, shortage of time etc. However, the games were held within 90 days of the announcement of venues and final dates. Sri Yadav, the Secretary, Department of Sports wants to understand the key drivers of success behind organizing the event. He also wants to understand how the success of Indian athletes at SAG could be leveraged for success at larger events.

The lack of career movement of members of ethnic minority groups in work organizations has been widely documented. The purpose of this paper is to gain insight into conditions for the realization of diversity goals in the case of talent development.

In a case study of management development in the Dutch national tax administration, the practice of fostering vertical mobility of ethnic minority personnel through diversity management has been analysed. The authors make use of theories regarding effective diversity management and career advancement of ethnic minority employees. Data were collected through semi‐structured interviews with 12 participants in the management development course, and a further 25 functionaries involved in the project.

With regard to diversity management as a means of fostering talent development of ethnic minorities, the authors come to the conclusion that key success factors mentioned in the literature such as top level commitment and strategic integration, are insufficient and overrated conditions. More important are “non‐issues” in the formulation of diversity strategies, organizational alignment of relevant organizational players, strategic coherence and organizational culture.

The case study design used in this research facilitates case‐sensitive analysis, but is limited in estimations of validity and explanatory strength of factors mentioned in the literature, as it is in generalizing across organizations.

Interventions aimed at fostering ethnic diversity in talent development should start with precise analysis of cultural and organizational conditions and processes underpinning standard practices of talent and career development, and not only seek strategic integration and top management commitment but arrange for broad‐based organizational alignment.

While there are many theoretical and normative models tracing diversity outcomes to organizational conditions and diversity management strategies, there is a dearth of empirical studies in this field. The case study explores the merits of these models and adds new insights on an empirical basis.