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Successful companies make their talent strategy part of their strategic planning process and integrate it into daily operations. They strive for the alignment of their talent with the organization’s vision, goals and business strategy. When combined with the alignment of the tools and systems used by employees, these organizations are positioned to effectively compete and win in the marketplace. However, positioning your organization for success is one thing, while making it happen is quite another.

This paper aims to contribute to the literature on global talent management by examining how multinational corporations (MNCs) from developed and emerging economies manage talented employees in other emerging economies. Specifically, it aims to understand why MNCs from developed economies are likely to face lower levels of challenge than MNCs from emerging economies when translating corporate-level talent management strategies to their subsidiaries located in emerging economies and how local contextual factors influence the translation processes.

This paper undertakes a matched-case comparison of two MNCs, one from a developed economy and the other from an emerging economy, that operate in the emerging economy of Thailand. Evidence was obtained from semi-structured interviews field visits and a review of archival documents and Web resources.

Based on the obtained evidence, this paper proposes that MNCs from developed economies tend to face challenges in terms of skill shortages, and these challenges affect their translation of talent management strategies to the subsidiary level. By contrast, MNCs from emerging economies tend to face challenges in terms of both skill shortages and the liability of origin (LOR) (i.e. weak employer branding) in the translation process. Both groups of MNCs are likely to develop talent management practices at the subsidiary level to address the challenge of successfully competing in the context of emerging economies.

One limitation of this research is its methodology. Because this research is based on a matched-case comparison of an MNC from a developed economy and an MNC from an emerging economy, both of which operate in the emerging economy of Thailand, it does not claim generalizability to all MNCs and to other emerging economies. Rather, the results of this research should lead to further discussion of how MNCs from developed and emerging economies translate corporate-level talent management strategies into subsidiary-level practices to survive in other emerging economies. However, one important issue here is that there may be a tension between the use of expatriates and local top managers at MNCs’ subsidiaries located in other emerging economies as drivers for knowledge sourcing in that the importance of expatriates may diminish over time as the subsidiaries located in those economies age (Dahms, 2019). In this regard, future research in the area of global talent management should pay special attention to this issue. The other important issue here is that it is possible that the two case study MNCs are very different from one another because of their organizational development stage, history and current globalization stage. Thus, this issue may also influence the types of talent management strategies and practices that the two case study MNCs have developed in different countries. In particular, MNCs from emerging economies (ICBC) may not have developed their global HR strategies, as they have not yet operated globally as in the case of MNCs from developed economies (Citibank). This can be another important issue for future research. Additionally, both MNCs examined in this research operate in the banking industry. This study, therefore, omits MNCs that operate in other industries such as the automobile industry and the hotel and resort industry. Future researchers can explore how both groups of MNCs in other industries translate their talent management strategies into practices when they operate in other emerging economies. Moreover, this study focuses only on two primary contextual factors, the skill-shortage problem and LOR; future research can explore other local contextual factors, such as the national culture, and their impact on the translation of talent management strategies into practices. Furthermore, quantitative studies that use large sample sizes of both groups of MNCs across industries might be useful in deepening our understanding of talent management. Finally, a comparison of talent management strategies and practices between Japanese MNCs and European MNCs that operate in Thailand would also be interesting.

The HR professionals and managers of MNCs that operate in emerging economies or of companies that aim to internationalize their business to emerging economies must pay attention to local institutional structures, including national skill formation systems, to successfully implement talent management practices in emerging economies. Additionally, in the case of MNCs from emerging economies, HR professionals and managers must understand the concept of LOR and look for ways to alleviate this problem to ensure the success of talent management in both developed economies and other emerging economies.

This paper provides policy implications for the government in Thailand and in other emerging economies where the skill-shortage problem is particularly severe. Specifically, these governments should pay attention to solving the problem of occupation-level skill shortages to alleviate the severe competition for talented candidates among firms in the labor market.

This paper contributes to the prior literature on talent management in several ways. First, this paper is among the first empirical, qualitative papers that aim to extend the literature on global talent management by focusing on how MNCs from different groups of countries (i.e. developed economies and emerging economies) manage talented employees in the emerging economy of Thailand. Second, this paper demonstrates that the institutional structures of emerging economies play an important role in shaping the talent management practices adopted by the subsidiaries of MNCs that operate in these countries. In this regard, comparative institutionalism theory helps explain the importance of recognizing institutional structures in emerging economies for the purpose of developing effective talent management practices. Finally, there is scarce research on talent management in the underresearched country of Thailand. This study should, therefore, assist managers who wish to implement corporate-to-subsidiary translation strategies in Thailand and other emerging economies.

The aim of this chapter is to focus on the role human capital, innovative recruitment practices and cross-cultural staffing policies have on organizational performance. This facilitates a better understanding about how entrepreneurial thinking is encompassed into an organizational context by utilizing global talent management practices.

The chapter discusses the linkage between global talent management and corporate entrepreneurship literature by providing a number of research propositions.

The chapter highlights how it is important for entrepreneurial organizations to focus on global talent management for their global competitiveness.

This conceptual paper is based on corporate entrepreneurship as the underlying theoretical framework for global talent management, which means the results should be interpreted from an entrepreneurial perspective.

Global talent management is becoming increasingly popular as a way to integrate organizations corporate entrepreneurship goals with their strategic objectives.

More organizations are taking a social perspective that encompasses a global mindset for talent management in order to facilitate more entrepreneurial thinking.

This chapter stresses the importance placed on hiring and retaining talented individuals who can contribute to innovative and risk taking outcomes in global organizations.

The purpose of this paper is to review strategic talent management (STM) research with the aim of providing major insights into the under-explored themes, issues, theories and methods.

The method included a systematic review of studies from 2007 to 2019 in five reputable academic databases. In total, 51 studies met the inclusion criteria and were analysed.

STM can be leveraged to achieve several positive employee, organisational and macro-level outcomes. However, the realisation of these positive outcomes can be threatened by several challenges, which need to be addressed through the creation of conditions critical for the success of talent management strategies. Moreover, effective talent management strategy regime does not lie on the shoulders of just one individual but a collective responsibility of multiple stakeholders. The study also highlighted the digitalisation of STM, integration of ethical and responsible management principles into talent management strategies, and strategic management of unconventional of talent pools as key trends. Finally, several major weaknesses in the current STM scholarship from theoretical, content, context and methodological perspectives are discussed.

Although the studies included in the analysis may not include all studies published during the study period, it is assumed that they provide a good representation of such studies.

Since no systematic study was conducted specifically on STM, this study contributes to the talent management literature by identifying several research issues and gaps while defining future directions of the field. It can, therefore, enrich STM debates, practices and policy making.

Senior line managers and their HR business partners need to make sure they have the right leadership talent, at the right time, in the right place. Our aim in this chapter is to weave together some of the best conceptual models and most useful research findings we have found to create a guiding framework for managing global leadership talent strategically. The guiding framework addresses three primary phases of global talent planning and development: clarifying the globalization strategy, defining global leadership roles and requirements, and designing the talent management system.

The purpose of this study is to better understand the role of pay satisfaction and employee perception of talent management in business loyalty strategies, which implies considering both economic and non-economic variables in order to achieve organizational success.

Results from a survey of 198 workers were analysed using structural equation modelling (SEM) based on three constructs (confirmatory factor analysis, CFA). The scales used were: employee perception of talent management, pay satisfaction, and organizational commitment. Pay satisfaction acts as a mediating variable in the significant relationship between the perception of talent management and organizational commitment.

The partial mediating model hypothesised was supported by the SEM model, indicating that loyalty strategies require both good talent management and a good compensation system.

The article promotes the use of mediating variables as an explanation to better understand the strategies of loyalty in the management of talent, framed within the model of the resource-based view (RBV) theory.

The implications are important for practitioners, who normally put every effort into strategies related to economic reinforcement, since the model suggests that they should also strive to correctly apply talent management.

The study suggests the need to understand better retributive systems with an application of talent management based on improvement and professional development.

The originality lies in the article stating that the application of good talent management must be complemented with adequate compensation systems in order to achieve efficient retention strategies for talented employees.

The purpose of this article is to discuss succession management within the context of talent management, with specific reference to the role of talent reviews in the identification, development and retention of potential successors for critical job roles at different organizational levels.

The article utilizes a case study of talent reviews from a Saudi Arabian mining company, explores the different succession management approaches and highlights emerging best practice solutions in the field. In the case study, the primary task was to evaluate a sample of 59 executives and senior managers against the company's leadership competency framework in order to support them in a structured career development process within the context of the company's talent strategy.

The main findings indicate that the sample's strategic thinking ability and leadership skills are generally weak and that the current leadership capabilities might not be aligned with the company's growth strategy.

To enhance the talent review process, companies should: apply additional measures to develop a more complete picture of individual capability; fast‐track the talent review process; create a talent score card; review selection practice; determine retention risk by means of a risk‐criticality analyses; and implement individual conversations about performance and career development.

The article has found that talent review is a powerful intervention tool that helps to identify high‐potential employees and future leaders, determine bench strength at a specific level and identify talent gaps, organizational capability and risks. This study contributes to the practice of strategic human resources management with implications for succession management.

Considers the challenges facing people developing talent strategy in global organizations and ways of overcoming them.

Describes how to maximize the potential of a multi-generational, multi-cultural, cross-organizational, inclusive-talent workforce.

Examines the importance of: highlighting the value of people to organizational success; making the business case; ensuring that the whole organization buys into the concept; having an inclusive/selective talent strategy with equal emphasis on each area; making the chief executive the chief talent officer; joining up talent-management activity with business activity and other people-management strategies; delivering talent management well; and making sure there is involvement from all of the organization’s stakeholders.

Considers that people management works best when the interests of the organization coincide with the interests of individual employees. For the organization this, means achieving its stakeholder objectives. For the employee, it means satisfaction at work, a balanced life and visible career prospects.

Advances the view that the focus on talent has rarely been sharper and so the concept of “make your people before you make your products” is important.

Emphasizes that the attraction, development, management and retention of talented people is critical to the success of all organizations.

The purpose of this paper is to provide a definition of talent and talent management in the luxury hotel sector with a focus on talent retention strategies.

A qualitative approach was used and 27 face-to-face semi-structured interviews were conducted with managers in luxury hotels in four countries (the USA, the UK, Australia and Greece).

Talent refers to those who “go above and beyond”. Talent retention strategies in luxury hotels include a friendly, family-oriented and open access culture, teamwork, compensation, succession planning and training and development. A hybrid exclusive and inclusive approach to talent management (TM) is proposed with the implicit engagement of the individuals.

Luxury hotels should choose TM practices that fit the organizational culture with a focus on retention strategies that are tailor-made to the individual or groups of individuals. Opportunities to progress, succession planning and employee participation to TM are valued in the industry.

This study provides findings from empirical comparative research conducted in four different countries, whereas most published work on TM focuses on bibliographic reviews. It provides a conceptualization of talent and TM. This study frames the nature of TM in hotels and advances the knowledge of talent retention strategies found to be effective in hospitality.

This study aims to examine the role of talent management (TM) in improving organizational sustainability (OS). The study also investigates employees’ sustainable behaviour (SB) in achieving three-dimensional sustainability goals (i.e. economic, social and environmental).

This study focused on medium and large-scale manufacturing firms, whereas the sample size was 196 firms. Data was collected through close-ended questionnaires using the cluster sampling technique. The partial least square-structural equation modelling was used to estimate the modelled relationships.

Results show a significant direct impact of TM on OS. Likewise, the results also show a substantial impact of all three dimensions of TM (acquisition, development and retention) on OS. Results confirm that employees’ SB positively mediates between TM and OS.

The study focuses on the manufacturing sector of Pakistan. The study’s findings imply that TM strategies are an indispensable source of sustainability to attract, develop and retain talented employees in the situation of talent shortage. Moreover, sustainable employees’ behaviour is also depicted as a positive role between TM and OS because sustainable success is not only required the expertize of employees, but it also needs the dedication of employees.

This study enhances the understanding of TM’s role in improving the OS. The findings imply that a firm should consider TM as the apex strategy for elevating the performance. Findings also reveal the need to adopt a comprehensive strategy or system to manage the talent of an organization.

Linking the TM with OS and SB is the novelty of the study.