Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 1777-1798 |
| Journal | International Journal of Human Resource Management |
| Volume | 24 |
| Issue number | 9 |
| DOIs | |
| Publication status | Published - 2013 |
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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 journal › Article › Scientific › peer-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 -