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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.

Based on the tasks and responsibilities of global leaders, the benefits of a holistic view in global leadership talent acquisition are identified. The main areas of this integrating process, such as succession planning, attracting, and mobilizing talents, selection, training and development, and retaining global leadership talents, are described. The success factors and principles of a global talent acquisition process are presented and explained. Furthermore, this chapter shows that a proactive step for global organizations is to build an in-house global leadership talent pool to ensure having the right global leaders in the right places at the right time.

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.

This paper investigates how global talent management processes are adopted and implemented in a virtual organization to successfully address the challenges of global work arrangements and the sustainable human and social outcomes that can be achieved.

Adopting a single, exploratory and critical case study methodology, this paper analyzes a global distributed company, Automattic Inc., to provide in-depth and rich insights on successful business process management in the human resources (HR) domain.

The findings offer some exemplary and valuable lessons in sustainable human resource management for firms in all sectors on how to embrace global talent management in a more creative and sustainable way – and the benefits in terms of efficiency and effectiveness that can be derived – by identifying talent through auditions, recruiting by inspiring others to apply, developing talent by sharing the value of learning and retaining talent by having fun.

The study contributes a more rounded understanding of successful business process management in the HR domain. Due to the COVID-19 pandemic, this is particularly relevant and timely for all organizations (traditional or virtual) venturing into successful global work arrangements.

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.

This paper aims to provide an insight into global talent management, including some of the common stumbling blocks and tools for assessing global talent.

The paper explains the importance of global talent management and includes case‐study examples of how international organizations Philips and Quintiles have approached aspects of their global talent‐management strategy.

The paper argues that behavioral assessment is a key tool in enabling an organization to take a long‐term, strategic approach to its global leadership pipeline, objectively evaluating junior leaders, middle management and senior leadership and developing a talent pool and subsequent development program that will provide a continuous pipeline of future global leaders.

The paper takes a strategic approach to talent management and suggests which tools and approaches are useful in developing global talent strategy.

The highlights the fact that organizations are looking for the benefits of economies of scale and of adopting a more unified approach to their systems and processes across the globe, yet they are also mindful of regional differences that must be overcome if a global talent‐management program is to work.

The paper demonstrates that, in an increasingly competitive global marketplace, the importance of an effective talent‐management strategy cannot be underestimated.

Contrasting local adaptation, which focusses on foreign multinationals learning about and adapting to local (host country) culture and environment, reverse adaptation refers to the case where an MNE’s local employees learn, assimilate and modify their personal behavior (e.g. values, norms) and professional competence (e.g. standards, goals, language, knowledge, capabilities) in order to fit the MNE’s global mindset and global competence set so that they can be internationally reassigned. The purpose of this paper is to take the first step toward addressing this nascent phenomenon and practice.

This study uses combined inductive and ethnographic methods to explore the importance, process and practice of reverse innovation. This study defines reverse adaptation, illustrates the major driving forces underlying reverse adaptation, and suggests how MNEs should prepare for it. As reverse adaptation is a promising area for research, this paper also proposes a research agenda for international management scholars.

MNEs need to act at both local and global levels in a way that recognizes the interdependence between the two. Too often global companies have approached their local talent needs in an uncoordinated and unproductive way. Reverse adaptation view suggests that MNEs can create a competitive advantage by taking a global approach to talent. Cultivating and transforming local talent to become global talent necessitates endeavor from a wide range of corporate, subsidiary and individual levels, in cultural, professional, structural, informational and organizational aspects.

Reverse adaptation is a promising area of research because it provides the opportunity to enrich mainstream theories and literatures in a number of areas. This nascent phenomenon has not yet been studied, and this paper represents the first effort to do so. From both academic and practice viewpoints, reverse adaptation has a significant impact on global talent management, knowledge flow across borders, capability catchup and global integration design. Today’s glocalized business world, with heightened integration of world economy, creates an expectation for the continuing growth of reverse adaptation.

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.