000			02125nam a2200229 4500
999			_c52435 _d52435
003			OSt
005			20190816182812.0
008			190816b ||||| |||| 00| 0 eng d
100			_aCollings, David G. _934207
245			_aGlobal Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective
300			_a540–566 p.
520			_aThe link between global talent management (GTM) and multinational enterprises’ (MNEs) performance has not been theorized or empirically tested. We develop a theoretical framework for how GTM links to performance at the headquarters (HQ), subsidiary, and individual employee levels. Using the resource-based view as a frame, we highlight the routines of pivotal positions, global talent pools, and a differentiated HR architecture as central to GTM. We show that at the HQ level, an MNE’s adoption of a global, multidomestic, or transnational strategy determines the objectives of the GTM system and significantly influences the performance of the enterprise. At the subsidiary level, the alignment between HQ intentions and subsidiary implementation of GTM routines is a key variable in our analysis. We consider the effects of these higher-level factors on individual performance through the lens of human-capital resources, focusing on how individual human capital can translate or amplify to a unit-level human-capital resource. We argue that through the vertical fit of these higher-level factors with GTM routines at a given level, an MNE can develop an effective GTM system and expect that to translate into sustainable performance aligned with objectives set at headquarters. The paper concludes with an agenda for future research.
653			_aGlobal talent management, routines
653			_aDynamic capabilities
653			_aHuman capital _aMNE
653			_aStrategy
653			_aElignment, performance
700			_aMellahi, Kamel _934208
700			_aCascio, Wayne F. _934209
773	0		_029017 _974520 _aDEBORAH E. RUPP _dWEST LAFAYETTE SAGE PUBLICATION 2012 _o55510279 _tJOURNAL OF MANAGEMENT _x 0149-2063
942			_2ddc _cJA-ARTICLE