Abstract
In emerging economies, the shortage in the supply of skilled talent is a significant problem for human resources (HR) activities of established multinational corporations (MNCs). This is also true for emerging economies’ new multinationals, particularly in filling leadership positions (Lim, Dai and Meuse, 2009; Sanyal, 2007; Schuler, Jackson and Tarique, 2011). When filling global leadership positions MNCs can either choose from acquiring or recruiting external talent, or identifying and develo** internal talent (Caligiuri, 2006). It has been widely acknowledged that it is beneficial to invest resources in develo** talented employees with the ability to adapt to various situations and fit into global roles. This has motivated MNCs to create talent management programs to develop and nurture their own future leaders (Collings and Mellahi, 2009; Hawser, 2008; Ready, Hill and Conger, 2008), with the ambition to maximize the potential of human capital and gain competitive advantage (Beechler and Woodward, 2009; De Pablos and Lytras, 2008).
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© 2014 Christian Schmidt, Sebastian Mansson and Harald Dolles
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Schmidt, C., Mansson, S., Dolles, H. (2014). The New Face of Talent Management in Multinational Corporations: Responding to the Challenges of Searching and Develo** Talent in Emerging Economies. In: Alvstam, C.G., Dolles, H., Ström, P. (eds) Asian Inward and Outward FDI. Palgrave Macmillan Asian Business Series. Palgrave Macmillan, London. https://doi.org/10.1057/9781137312211_5
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