Foteini Kravariti, Emeka Smart Oruh, Chianu Dibia, Konstantinos Tasoulis, Hugh Scullion and Aminu Mamman
Based on a study of internationally oriented Greek small and medium-sized enterprises (SMEs), and using the lens of institutional theory, this paper extends the understanding of…
Abstract
Purpose
Based on a study of internationally oriented Greek small and medium-sized enterprises (SMEs), and using the lens of institutional theory, this paper extends the understanding of the extent to which Greece's institutional context influences talent management (TM). In so doing, the authors focussed on the key TM practices employed by SMEs to enhance and sustain TM: talent acquisition, development and retention. The authors also explore how these practices are shaped by the Greek institutional context.
Design/methodology/approach
Employing a multiple case-study approach, the authors conducted 18 interviews in six distinctive SMEs operating in north, central and southern Greece. The data were thematically analysed to identify patterns across all SMEs.
Findings
This study found that unlike multinational corporations, internationally oriented Greek SMEs adopt a more inclusive approach to TM practices as well as that the country's institutional context presented important yet not deterministic hurdles. The authors also found that SMEs adopt an opportunistic approach to talent acquisition by utilising appropriate available sources to reach out for available talent. The authors provided evidence that SMEs adopt a hybrid approach to talent development in addressing talent scarcity. Finally, this study reported that talent retention is significantly appreciated by SMEs, who offer a range of intrinsic and extrinsic incentives to retain their talented workforce.
Practical implications
This study provides stakeholders with insights into how effective TM practices can be considered a lifeline to organisational sustainability – particularly for SMEs in the contemporary challenging and fiercely competitive business environment. It also highlights the potential of inclusive TM practices to be part of an effective workforce management strategy: Relative to the prevailing institutional dynamic, stakeholders (policymakers and human resource practitioners) must engage in the multiple areas of individual talent acquisition, development and retention.
Originality/value
In a context of reforms, this study reports on TM practice in internationally oriented Greek SMEs. The authors also add to the literature on TM in SMEs by providing evidence on the conceptualisation and management of global talent in this context.
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Rebecca Chunghee Kim, Hugh Scullion, Mohan V. Avvari, Stefan Jooss and Helal Uddin
The purpose of this paper is to provide a critical perspective on how the COVID-19 crisis shaped inclusive leadership behaviors of global business leaders.
Abstract
Purpose
The purpose of this paper is to provide a critical perspective on how the COVID-19 crisis shaped inclusive leadership behaviors of global business leaders.
Design/methodology/approach
Using quantitative and qualitative methods, the authors analyzed 240 CEO statements in 120 multinational enterprises from six countries (France, India, Japan, South Korea, UK, USA), pre- and mid-COVID-19.
Findings
Results show that CEO emphasis on inclusive leadership increased during the pandemic. More substantively, the authors identify three key behaviors of inclusive leadership – fidelity, calmness and collective resilience.
Originality/value
The authors provide empirical evidence of inclusive leadership behaviors by global business leaders. In doing so, the authors integrate inclusive leadership into societally engaged international business research.
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Margaret Linehan and Hugh Scullion
The increased internationalization of business in recent years has made the understanding of international human resource management problems more important for executives in…
Abstract
The increased internationalization of business in recent years has made the understanding of international human resource management problems more important for executives in multinational companies. In recent years researchers have paid considerable attention to the issues of adjustment to international assignments, while comparatively little research activity has been paid to the topic of repatriation, i.e. re‐entry and adjustment back to the home country. Despite the growth in the number of women in international management there are very few studies of the repatriation of female corporate executives. The focus of this paper is directed at understanding repatriation from the perspective of senior female expatriates whose voice has been silent for too long in international human resource management research.
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Margaret Linehan, Hugh Scullion and James S. Walsh
From the extant research in international human resource management it is evident that women are not progressing to senior international management positions at comparable rates…
Abstract
From the extant research in international human resource management it is evident that women are not progressing to senior international management positions at comparable rates to their male counterparts. Previous research has estimated that only 3 percent of expatriate managers are women. This paper argues that female international managers have to overcome many additional overt and covert barriers before being developed for international assignments. Based on an extensive empirical research study conducted with senior female international managers in a European context, the paper highlights a number of the barriers which the interviewees believed limit women’s international career opportunities. The paper also highlights the implications of these barriers for international human resource management policies and practices.
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Margaret Linehan and Hugh Scullion
The particular focus of this paper is female expatriates in Europe, which is a relatively under‐researched area. A total of 50 senior female expatriate managers were interviewed…
Abstract
The particular focus of this paper is female expatriates in Europe, which is a relatively under‐researched area. A total of 50 senior female expatriate managers were interviewed, representing a wide range of industry and service sectors. The aims of the paper are to highlight a number of critical factors which are necessary for successful female expatriate assignments. The results of the study show that female expatriates are disadvantaged in their careers because of the lack of organizational support which is readily available to their male counterparts. This lack of organizational support, together with the invisible barriers which constitute the glass ceiling, explain the relative scarcity of female expatriate managers.
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Vlad Vaiman, Hugh Scullion and David Collings
The paper sets out to understand the key issues that emerge in the context of decision making.
Abstract
Purpose
The paper sets out to understand the key issues that emerge in the context of decision making.
Design/methodology/approach
The paper is a literature review.
Findings
First, the authors review debates around talent management decision making. Second, they examine some of the main factors currently influencing decision making in talent management. Third, they seek to identify some future research areas that will inform future decision making in talent management.
Practical implications
The paper will be of interest to practitioners in designing and developing talent management decision systems.
Originality/value
The paper presents a state of the art review of talent management decision marking.