Titlebook: Global Talent Management; Challenges, Strategi Akram Al Ariss Book 2014 Springer International Publishing Switzerland 2014 Cultural Capital

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Global Talent Management: An Introduction and a ReviewThis chapter sketches the key definitional basis of global talent management. It presents the chapters that follow in this book and concludes by offering six key global talent management directions for business leaders and researchers.

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HR Directors’ Understanding of ‘Talent’: A Cross-Cultural Studynt mindsets’ translate into the ways in which talent is identified and managed in their organizations. Respondents from different cultural clusters mentioned ability, skills, knowledge, and potential as high-ranking associations with talent. In addition, the HR directors seemed to agree that talent

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Coaching of Key Talents in Multinational Companies experience coaching’s implementation..A qualitative, multiple case-study approach was adopted. The Coaching Continuum Stage Model was used as a tool for empirically identifying the characteristics of different stages..All the multinational companies used coaching as a leadership development tool, a

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Cultural Intelligence as a Key Construct for Global Talent Managementd its four main dimensions. Using real-world examples and excerpts from interviews with relevant actors in this field, this chapter outlines the CQ concept, its four dimensions, their antecedents, and their intermediate and outcome variables, thus providing a total framework of CQ in the context of

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Inpatriation as a Key Component of Global Talent Managementlent presents problems in effectively conducting their global operations. In this chapter, we propose that inpatriates—individuals procured by a company’s headquarters from its subsidiaries—can subjugate the challenges faced by MNCs in their Global Talent Management (GTM) endeavors. We argue that in

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The Global Talent Challenge of Self-initiated Expatriatespportunities in relation to self-initiated expatriates (SIEs). Given the acknowledged importance of SIEs in meeting global demands for talent, it is important to develop global talent management frameworks that take into consideration the distinctive features of SIEs. In this chapter, we propose ado

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Opportunities and Challenges for Organisations and Highly Skilled Migrant Professionalss pool of talent is lost to organisations since they do not have appropriate systems in place to secure global talent. Instead of global job seekers being placed into occupations commensurate with their qualifications and experience, they accept posts for which they are overqualified and which do no

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Global Talent Management in Brazil: , as a Managerial Talentributed teams. The . is a typical Brazilian trait, and is also a social mechanism characterized by an immediate view, directed towards short-time results, with an emphasis on crisis solutions. With data from a case study conducted at Volvo 3P, we show how the Brazilian . can be understood as a cultu