Latukha Talent Management in Global Organizations

A Cross-Country Perspective
1. Auflage 2018
ISBN: 978-3-319-76418-4
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 382 Seiten

Reihe: Progress in Mathematics

This book explores the implications of talent management in four practical settings across the globe. Focusing on countries in the Asia-Pacific region, Central and Eastern Europe, Latin America and within the Commonwealth of Independent States (CIS), the authors illustrate how multinational corporations (MNCs) can benefit from talent management practices and as a result, develop a strategy of organizational leadership. Offering empirical examples from each region, this book examines how economic and cultural contexts influence talent management. Talent Management in Global Organizations discusses successful cases in different cross-cultural settings, and aims to inspire companies around the world to develop and implement talent management practices effectively.

Marina Latukha is a Doctor of Economics, Associate Professor of Organizational Behaviour and HRM at the Graduate School of Management, Saint Petersburg State University, Russia. She is also the lead researcher at the Center for the Study of Emerging Market and Russian Multinational Enterprises. Marina has authored a number of case studies and academic articles in top-ranked academic journals, as well as publishing Talent Management in Emerging Market Firms with Palgrave Macmillan in 2016. Marina's research interests and teaching areas focus on international and strategic HRM, talent management, and emerging multinationals. 

Autoren/Hrsg.

Latukha, Marina

Inhaltsverzeichnis

1;Acknowledgment;6
2;Contents;8
3;Notes on Contributors;11
4;Part I: Talent Management in the Asia-Pacific Region;15
4.1;1: Talent Management in a Global Environment: New Challenges for Regions, Firms and Managers;16
4.1.1;Organization of this Book;19
4.2;2: Talent Management in the Asia-Pacific: A Story of Cultural Diversity;22
4.2.1;References;25
4.3;3: China: Managing the Global Talent Market;27
4.3.1;Geely Automobile Holdings (Geely): The Talent Management Revolution;31
4.3.2;China Mobile: Adaptation and Implementation;37
4.3.3;Fosun Group: Talent Development;42
4.3.4;Conclusion;46
4.3.5;References;48
4.4;4: India: Growth Embedded in Tradition;52
4.4.1;Infosys: Promotion Perspectives;55
4.4.2;Oil and Natural Gas Corporation Limited (ONGC): Path to Excellence;60
4.4.3;Larsen & Toubro (L&T): First-Comer in Talent Management;64
4.4.4;Conclusion;68
4.4.5;References;69
4.5;5: Korea: Culture and Reality;73
4.5.1;Hyundai Motors: Talent Attraction and Retention;78
4.5.2;Samsung: Best Practices and a Cultural Fit;83
4.5.3;SsangYong: Fast Growth Needs Talent;88
4.5.4;Conclusion;91
4.5.5;References;92
5;Part II: Talent Management in Central and Eastern Europe;96
5.1;6: Talent Management in Central and Eastern Europe: Similarities and Differences;97
5.1.1;References;100
5.2;7: Poland: How to Become a Leader;102
5.2.1;ORLEN: Integrated Talent Management System;108
5.2.2;LOT: Meeting Passengers, Partners and Employees;113
5.2.3;Tyskie: Focus on Talent Training and Development;116
5.2.4;References;122
5.3;8: Czech Republic: Making Differences Important;126
5.3.1;Škoda: Following the Leader;129
5.3.2;Unipetrol: Driven by Business;136
5.3.3;CEZ: To Get the Best;140
5.3.4;References;147
5.4;9: Hungary: Creating New Opportunities for Talent;150
5.4.1;Gedeon Richter: Going Beyond Expectations;155
5.4.2;MOL: Opportunities for Development;161
5.4.3;Prezi: Talent Management for Innovations;167
5.4.4;References;170
6;Part III: The Commonwealth of Independent States: Soviet Heritage in Action;173
6.1;10: CIS: Soviet Heritage in Action;174
6.1.1;References;178
6.2;11: Kazakhstan: Leaving the Past Behind;180
6.2.1;KAZ Minerals: Strategy in Action;184
6.2.2;Kazzinc: Orientation to the Future;192
6.2.3;Tengizchevroil: Creating Talent Value;198
6.2.4;Conclusion;205
6.2.5;References;207
6.3;12: Belarus: Moving Forward;211
6.3.1;BELAZ: Traditions in Action;217
6.3.2;Santa Bremor: To Attract the Best;223
6.3.3;Byelorussian Steel Works: Working Conditions for Talent;228
6.3.4;References;235
6.4;13: Ukraine: Challenges for Further Development;240
6.4.1;Azovstal: A Focus on People;245
6.4.2;Clickky: Looking for Global Talent;252
6.4.3;Naftogaz: To Do No Matter What;257
6.4.4;References;263
7;Part IV: Talent Management in Latin America;269
7.1;14: Latin America: Talent Management in the New Reality;270
7.1.1;References;276
7.2;15: Brazil: Catching Up and Moving Forward;277
7.2.1;Embraer: A Strong Value Proposition in Order to Attract the Best;280
7.2.2;CCR: Talent for the Future;284
7.2.3;Braskem: A Successful Case of Talent Retention in a Worldwide Industry;287
7.2.4;CPFL: Employee Assessment as a Process of Development, Evaluation and Rewarding;291
7.2.5;References;296
7.3;16: Argentina: Learning to Tango with Talent Management;298
7.3.1;Ternium: A Search for Young Talent;303
7.3.2;Pampa Energia: Toward Excellence in the Working Environment to Inspire Talent Development;307
7.3.3;Edenor: Talent as a Key to Success;312
7.3.4;References;316
7.4;17: Chile: Terra Incognita;319
7.4.1;Banco de Chile: Talent in History;323
7.4.2;CSAV: Talent Management Recognition;326
7.4.3;Concha y Toro: Your Well-Being – Our Global Lead;330
7.4.4;References;337
7.5;18: Creating a Talent Management Agenda for a Global Environment;340
8;Index;347