An empirical study of the role of the corporate HR function in global talent management in professional and financial service firms in the global financial crisis

P. Sparrow, E. Farndale, H. Scullion

Research output: Contribution to journalArticleScientificpeer-review

Abstract

This study presents an empirical exploration of a theory-driven framework of corporate human resource (CHR) roles in global talent management (GTM). Specifically, it expands our knowledge of the process of GTM in two sectors: financial and professional services. Based on in-depth interview data from two firms, the study finds evidence of four distinct roles for CHR in facilitating successful GTM. The different business contexts are however critical to understanding the findings; in particular, the study demonstrates how CHR roles in GTM are affected by the approach to international business strategy and GTM, extent of corporate centralisation, and the business context, particularly the impact of the 2008 global financial services crisis. The study also shows the importance of a micro-component approach to the study of the GI-LR balance in GTM. GTM strategy is also found to be highly embedded in the broader business structure and shifts in the direction of globalisation within the sector, entailing epochs and episodes of internationalisation. Future GTM research needs to be more closely embedded in the strategic pathways of the firm.
Original languageEnglish
Pages (from-to)1777-1798
JournalInternational Journal of Human Resource Management
Volume24
Issue number9
DOIs
Publication statusPublished - 2013

Fingerprint

Personnel
Industry
Financial services
Empirical study
Service firms
Global talent management
Global financial crisis
Professional services
HR function
Human Resources roles
Centralization
Management strategy
In-depth interviews
Internationalization
Human resources
Pathway
Globalization
International business strategy
Management research

Cite this

@article{56ddcf6fbb354b70b48fbe006233c6c8,
title = "An empirical study of the role of the corporate HR function in global talent management in professional and financial service firms in the global financial crisis",
abstract = "This study presents an empirical exploration of a theory-driven framework of corporate human resource (CHR) roles in global talent management (GTM). Specifically, it expands our knowledge of the process of GTM in two sectors: financial and professional services. Based on in-depth interview data from two firms, the study finds evidence of four distinct roles for CHR in facilitating successful GTM. The different business contexts are however critical to understanding the findings; in particular, the study demonstrates how CHR roles in GTM are affected by the approach to international business strategy and GTM, extent of corporate centralisation, and the business context, particularly the impact of the 2008 global financial services crisis. The study also shows the importance of a micro-component approach to the study of the GI-LR balance in GTM. GTM strategy is also found to be highly embedded in the broader business structure and shifts in the direction of globalisation within the sector, entailing epochs and episodes of internationalisation. Future GTM research needs to be more closely embedded in the strategic pathways of the firm.",
author = "P. Sparrow and E. Farndale and H. Scullion",
year = "2013",
doi = "10.1080/09585192.2013.777541",
language = "English",
volume = "24",
pages = "1777--1798",
journal = "International Journal of Human Resource Management",
issn = "0958-5192",
publisher = "ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD",
number = "9",

}

An empirical study of the role of the corporate HR function in global talent management in professional and financial service firms in the global financial crisis. / Sparrow, P.; Farndale, E.; Scullion, H.

In: International Journal of Human Resource Management, Vol. 24, No. 9, 2013, p. 1777-1798.

Research output: Contribution to journalArticleScientificpeer-review

TY - JOUR

T1 - An empirical study of the role of the corporate HR function in global talent management in professional and financial service firms in the global financial crisis

AU - Sparrow, P.

AU - Farndale, E.

AU - Scullion, H.

PY - 2013

Y1 - 2013

N2 - This study presents an empirical exploration of a theory-driven framework of corporate human resource (CHR) roles in global talent management (GTM). Specifically, it expands our knowledge of the process of GTM in two sectors: financial and professional services. Based on in-depth interview data from two firms, the study finds evidence of four distinct roles for CHR in facilitating successful GTM. The different business contexts are however critical to understanding the findings; in particular, the study demonstrates how CHR roles in GTM are affected by the approach to international business strategy and GTM, extent of corporate centralisation, and the business context, particularly the impact of the 2008 global financial services crisis. The study also shows the importance of a micro-component approach to the study of the GI-LR balance in GTM. GTM strategy is also found to be highly embedded in the broader business structure and shifts in the direction of globalisation within the sector, entailing epochs and episodes of internationalisation. Future GTM research needs to be more closely embedded in the strategic pathways of the firm.

AB - This study presents an empirical exploration of a theory-driven framework of corporate human resource (CHR) roles in global talent management (GTM). Specifically, it expands our knowledge of the process of GTM in two sectors: financial and professional services. Based on in-depth interview data from two firms, the study finds evidence of four distinct roles for CHR in facilitating successful GTM. The different business contexts are however critical to understanding the findings; in particular, the study demonstrates how CHR roles in GTM are affected by the approach to international business strategy and GTM, extent of corporate centralisation, and the business context, particularly the impact of the 2008 global financial services crisis. The study also shows the importance of a micro-component approach to the study of the GI-LR balance in GTM. GTM strategy is also found to be highly embedded in the broader business structure and shifts in the direction of globalisation within the sector, entailing epochs and episodes of internationalisation. Future GTM research needs to be more closely embedded in the strategic pathways of the firm.

U2 - 10.1080/09585192.2013.777541

DO - 10.1080/09585192.2013.777541

M3 - Article

VL - 24

SP - 1777

EP - 1798

JO - International Journal of Human Resource Management

JF - International Journal of Human Resource Management

SN - 0958-5192

IS - 9

ER -