دانلود رایگان مقاله تفسیر شرکت چندملیتی از استراتژی مدیریت استعداد شرکت در اقتصاد در حال توسعه

ABSTRACT

The rise of emerging economies in recent years has motivated calls for research into how multinational enterprises translate their corporate strategies to subsidiaries in these countries. This study addresses this issue and presents a heuristic framework derived from the resource-based view and neoinstitutional theory. We propose that the translation of corporate talent management strategies to emerging economies is affected by metropolitan and provincial institutional and cultural differences. We develop propositions pertaining to corporate-local level decision-making, community relations, skills shortages, and diversity, to inform future research and practice.

4. Discussion

This study contributes to the talent management literature by addressing questions raised in the translation literature. The heuristic framework (Fig. 1) synthesizes the resource-based view of the firm and institutional forces to explain translation of CTM strategies between corporate and subsidiary. Both theories provide understanding, at corporate and subsidiary levels, about how MNEs can maximize talent management in emerging economies by addressing apparent talent management challenges. The application of both theoretical lenses simultaneously provides a theoretical bridge between talent management and emerging economies. Focusing attention on the importance of achieving the corporate strategic direction by developing local capabilities and being locally responsive, and subsidiary flexibility based on institutional and cultural differences, lead talent management researchers to recognize the significance of social legitimacy,community relations, and investments in these regions for translating CTM from corporate to subsidiary emerging economies.