The seven myths of global talent management: A reflection
The author reflects on the seven key myths of global talent management (GTM) identified and discussed by Minbaeva and Collings (2013), which form the main data complemented by a review of related literature. The aim is to offer critiques and alternative viewpoints toward minimizing the influence of...
| Main Author: | |
|---|---|
| Format: | Article |
| Language: | English |
| Published: |
Elsevier
2023-01-01
|
| Series: | Social Sciences and Humanities Open |
| Subjects: | |
| Online Access: | http://www.sciencedirect.com/science/article/pii/S2590291123002383 |
| _version_ | 1827396970824597504 |
|---|---|
| author | Nana Yaw Oppong |
| author_facet | Nana Yaw Oppong |
| author_sort | Nana Yaw Oppong |
| collection | DOAJ |
| description | The author reflects on the seven key myths of global talent management (GTM) identified and discussed by Minbaeva and Collings (2013), which form the main data complemented by a review of related literature. The aim is to offer critiques and alternative viewpoints toward minimizing the influence of the myths on GTM. Employing the constructive alternativism analytical tool, the myths were revisited towards minimizing the negative impacts of TM in multinational corporations. The study has succeeded in improving the talent definitions, added to the limited academic research on the concept, and minimized their potential of weakening GTM. The study raises the issue of diversity and inclusion in talent management, another myth, which was overlooked by the authors. The study contributes fresh literature to the current state of (G)TM and, also, offers practical implications that TM should not be considered as a fully-developed and universally accepted concept but should be approached on a firm- or industry-specific basis according to corporate talent needs and resources. It is suggested that further investigations should be conducted into the fit between the select-few concept and the diversity and inclusion initiative in (G)TM. |
| first_indexed | 2024-03-08T19:00:27Z |
| format | Article |
| id | doaj.art-038044da7282402e9c191366862973b7 |
| institution | Directory Open Access Journal |
| issn | 2590-2911 |
| language | English |
| last_indexed | 2024-03-08T19:00:27Z |
| publishDate | 2023-01-01 |
| publisher | Elsevier |
| record_format | Article |
| series | Social Sciences and Humanities Open |
| spelling | doaj.art-038044da7282402e9c191366862973b72023-12-28T05:19:17ZengElsevierSocial Sciences and Humanities Open2590-29112023-01-0181100633The seven myths of global talent management: A reflectionNana Yaw Oppong0Department of Human Resource Management, School of Business, University of Cape Coast, Cape Coast, GhanaThe author reflects on the seven key myths of global talent management (GTM) identified and discussed by Minbaeva and Collings (2013), which form the main data complemented by a review of related literature. The aim is to offer critiques and alternative viewpoints toward minimizing the influence of the myths on GTM. Employing the constructive alternativism analytical tool, the myths were revisited towards minimizing the negative impacts of TM in multinational corporations. The study has succeeded in improving the talent definitions, added to the limited academic research on the concept, and minimized their potential of weakening GTM. The study raises the issue of diversity and inclusion in talent management, another myth, which was overlooked by the authors. The study contributes fresh literature to the current state of (G)TM and, also, offers practical implications that TM should not be considered as a fully-developed and universally accepted concept but should be approached on a firm- or industry-specific basis according to corporate talent needs and resources. It is suggested that further investigations should be conducted into the fit between the select-few concept and the diversity and inclusion initiative in (G)TM.http://www.sciencedirect.com/science/article/pii/S2590291123002383Global talent managementTalent mythsMultinational corporationsInternational HRMConstructive alternativism |
| spellingShingle | Nana Yaw Oppong The seven myths of global talent management: A reflection Social Sciences and Humanities Open Global talent management Talent myths Multinational corporations International HRM Constructive alternativism |
| title | The seven myths of global talent management: A reflection |
| title_full | The seven myths of global talent management: A reflection |
| title_fullStr | The seven myths of global talent management: A reflection |
| title_full_unstemmed | The seven myths of global talent management: A reflection |
| title_short | The seven myths of global talent management: A reflection |
| title_sort | seven myths of global talent management a reflection |
| topic | Global talent management Talent myths Multinational corporations International HRM Constructive alternativism |
| url | http://www.sciencedirect.com/science/article/pii/S2590291123002383 |
| work_keys_str_mv | AT nanayawoppong thesevenmythsofglobaltalentmanagementareflection AT nanayawoppong sevenmythsofglobaltalentmanagementareflection |