knowledge-based view, HRM strategies, human capital, multinational corporations, talent management, organizational learning
A unique characteristic of the multinational corporation is that it consists of culturally diverse employees that embody both firm-specific and location-specific human capital. This paper takes an architectural approach to describe how different types of human capital develop from the individual level, to the unit level, and then to the firm level in order to build a talent portfolio for the multinational corporation. Depending on the company’s strategy (multidomestic, meganational, transnational), different configurations of the talent portfolio tend to be emphasized and integrated to achieve competitive advantage. Implications for theory and practice are discussed and a research agenda is introduced.
Original Publication Citation
Morris, S., Snell, S., & Björkman, I. (2016). An architectural framework for global talent management. Journal of International Business Studies, 47(6), 723-747.
BYU ScholarsArchive Citation
Morris, Shad S.; Snell, Scott; and Björkman, Ingmar, "An Architectural Framework for Global Talent Management" (2016). All Faculty Publications. 1821.
Marriott School of Management
Copyright 2016 Palgrave Macmillan. All rights reserved. This is the author's submitted version of this article. The definitive version can be found at https://link.springer.com/article/10.1057/jibs.2015.25
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