Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Evolving talent management patterns and challenges in Russia and Kazakhstan

Evolving talent management patterns and challenges in Russia and Kazakhstan The purpose of this paper is to investigate the evolving patterns and challenges of talent management (TM) in the emerging markets of Russia and Kazakhstan from the employer perspective. Increasing the understanding of how TM is recognized from the employer perspective may better equip us to address how to effectively manage and lead the available talents in these and other emerging markets.Design/methodology/approachThe authors conducted a qualitative study comprising 50 semi-structured interviews, with 37 business leaders from Russian subsidiaries, and 13 from Kazakh subsidiaries, in all cases of Nordic Multinational enterprises (MNEs).FindingsThe study supports the object approach to TM in the emerging markets of Russia and Kazakhstan. The authors reveal that the exclusive and developable talent philosophy is predominant in these emerging markets, where TM faces the challenges of fierce competition for talents and an insufficient supply, so business leaders tend to be reluctant to inform employees of their talent pool membership. The results demonstrate that MNEs do not act independently of context, thus supporting calls for consideration of the local institutional context.Originality/valueTM is still a somewhat novel idea in many emerging economies, and challenges related to managing talents are believed to be far more complex in such settings. Furthermore, to the best of authors’ knowledge, no studies have investigated the notion of talent and TM conceptualization in the emerging markets from an employer perspective. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Baltic Journal of Management Emerald Publishing

Evolving talent management patterns and challenges in Russia and Kazakhstan

Khoreva, Violetta; Kostanek, Edyta
Baltic Journal of Management , Volume 14 (3): 16 – Jun 18, 2019
Download PDF
16 pages

Loading next page...
 
/lp/emerald-publishing/evolving-talent-management-patterns-and-challenges-in-russia-and-6RJnvnhxhy
Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1746-5265
DOI
10.1108/bjm-09-2018-0340
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to investigate the evolving patterns and challenges of talent management (TM) in the emerging markets of Russia and Kazakhstan from the employer perspective. Increasing the understanding of how TM is recognized from the employer perspective may better equip us to address how to effectively manage and lead the available talents in these and other emerging markets.Design/methodology/approachThe authors conducted a qualitative study comprising 50 semi-structured interviews, with 37 business leaders from Russian subsidiaries, and 13 from Kazakh subsidiaries, in all cases of Nordic Multinational enterprises (MNEs).FindingsThe study supports the object approach to TM in the emerging markets of Russia and Kazakhstan. The authors reveal that the exclusive and developable talent philosophy is predominant in these emerging markets, where TM faces the challenges of fierce competition for talents and an insufficient supply, so business leaders tend to be reluctant to inform employees of their talent pool membership. The results demonstrate that MNEs do not act independently of context, thus supporting calls for consideration of the local institutional context.Originality/valueTM is still a somewhat novel idea in many emerging economies, and challenges related to managing talents are believed to be far more complex in such settings. Furthermore, to the best of authors’ knowledge, no studies have investigated the notion of talent and TM conceptualization in the emerging markets from an employer perspective.

Journal

Baltic Journal of Management – Emerald Publishing

Published: Jun 18, 2019

Keywords: Human resource management; Emerging markets; Talent management; Qualitative research

References

  • Strategic talent management in emerging markets
    Ahammad, M.F.; Glaister, K.W.; Sarala, R.M.; Glaister, A.J.
  • Understanding career experiences of skilled minority ethnic workers in France and Germany
    Al Ariss, A.; Vassilopoulou, J.; Özbilgin, M.; Game, A.
  • Strategic talent management in emerging markets and its impact on employee retention: evidence from Brazilian MNCs
    Ambrosius, J.
  • Good citizens in poor-quality relationships: idiosyncratic deals as a substitute for relationship quality
    Anand, S.; Vidyarthi, P.R.; Liden, R.C.; Rousseau, D.M.
  • Building on the past: enacting established personal identities in a new work setting
    Beyer, J.M.; Hannah, D.R.
  • Talent or not? Employee reactions to talent identification
    Björkman, I.; Ehrnrooth, M.; Mäkelä, K.; Smale, A.; Sumelius, J.
  • Similarity, isomorphism, or duality? Recent survey evidence on the human resource management policies of multinational corporations
    Brewster, C.; Wood, G.; Brookes, M.
  • Reinventing performance management: how one company is rethinking peer feedback and the annual review, and trying to design a system to fuel improvement
    Buckingham, M.; Goodall, A.
  • The search for global competence: from international HR to talent management
    Cascio, W.; Boudreau, J.
  • Strategic talent management: a review and research agenda
    Collings, D.; Mellahi, K.
  • Talent management: progress and prospects
    Collings, D.; Scullion, H.; Vaiman, V.
  • Integrating global mobility and global talent management: exploring the challenges and strategic opportunities
    Collings, D.G.
  • The shifting boundaries of global staffing: integrating global talent management, alternative forms of international assignments and non-employees into the discussion
    Collings, D.G.; Isichei, M.
  • Strategic talent management in service SMEs of China
    Cui, W.; Khan, Z.; Tarba, S.Y.
  • The psychology of talent management: a review and research agenda
    Dries, N.
  • ‘Real’ high potential careers: an empirical study into the perspectives of organizations and high potentials
    Dries, N.; Pepermans, R.
  • Generational challenges to talent management: a framework for talent retention on the psychological-contract perspective
    Festing, M.; Schäfer, L.
  • Talent management in medium-sized German companies: an explorative study and agenda for future research
    Festing, M.; Schäfer, L.; Scullion, H.
  • Standing on the shoulders of giants? A critical review of empirical talent management research
    Gallardo-Gallardo, E.; Thunnissen, M.
  • What is the meaning of ‘talent’ in the world of work?
    Gallardo-Gallardo, E.; Dries, N.; Gonzalez-Cruz, T.F.
  • Special issue of international journal of human resource management. A contextualized approach to talent management: advancing the field
    Gallardo-Gallardo, E.; Thunnissen, M.; Scullion, H.
  • The role of perceived organizational justice in shaping the outcomes of talent management: a research agenda
    Gelens, J.; Dries, N.; Hofmans, J.; Pepermans, R.
  • One European model of HRM? Cranet empirical contributions
    Gooderham, P.; Nordhaug, O.
  • Quid pro quo? Examining talent management through the lens of psychological contracts
    Höglund, M.
  • Talent management in Russia: not so much war for talent as wariness of talent
    Holden, N.; Vaiman, V.
  • Beyond top-down and bottom-up work redesign: customizing job content through idiosyncratic deals
    Hornung, S.; Rousseau, D.M.; Glaser, J.; Angerer, P.; Weigl, M.
  • Personnel selection: looking toward the future – Remembering the past
    Hough, L.M.; Oswald, F.L.
  • Bridging micro and macro domains: workforce differentiation and strategic human resource management
    Huselid, M.A.; Becker, B.E.
  • Talent management in practice in Australia: individualistic or strategic? An exploratory study
    Jones, J.; Whitaker, M.; Seet, P.; Parkin, J.
  • Incorporating the macro view in global talent management
    Khilji, S.; Tarique, I.; Schuler, R.
  • Talent identification transparency: an alternative perspective
    Khoreva, V.; Vaiman, V.; Kostanek, E.
  • The talent deal and journey: understanding how employees respond to talent identification over time
    King, K.
  • Talent management and dynamic view of talent in small and medium enterprises
    Krishnan, T.N.; Scullion, H.
  • High-flyer management development programs: organizational rhetoric or self-fulfilling prophecy?
    Larsen, H.H.; London, M.; Weinstein, M.; Raghuram, S.
  • Talent management in Russian companies: domestic challenges and international experience
    Latukha, M.O.
  • Talent management and global value creation: how do Russian companies do this?
    Latukha, M.O.; Marinova, S.; Larimo, J.; Nummela, N.
  • Can talent management practices be considered as a basis for sustainable competitive advantages in emerging-market firms? Evidence from Russia
    Latukha, M.O.
  • Still fighting the ‘war for talent’? Bridging the science versus practice gap
    McDonnell, A.
  • Talent management: a systematic review and future prospects
    McDonnell, A.; Collings, D.G.; Mellahi, K.; Schuler, R.
  • Beyond managerial and leadership elites: ‘key group’ identification and differential reward architectures in multinational companies
    McDonnell, A.; Gunnigle, P.; Lavelle, J.; Lamare, R.
  • HR practices and affective organizational commitment: (When) does HR differentiation pay off?
    Marescaux, E.; De Winne, S.; Sels, L.
  • The influence of underlying philosophies on talent management: theory, implications for practice, and research agenda
    Meyers, M.; van Woerkom, M.
  • Talent – innate or acquired? Theoretical considerations and their implications for talent management
    Meyers, M.C.; van Woerkom, M.; Dries, N.
  • Leveraging social networking for talent management: an exploratory study of Indian firms
    Nayak, S.; Bhatnagar, J.; Budhwar, P.
  • The impact of national culture and economic ideology on managerial work values: a study of the United States, Russia, Japan, and China
    Ralston, D.; Holt, D.; Terpstra, R.; Kai-Cheng, Y.
  • Global talent management and global talent challenges: strategic opportunities for IHRM
    Schuler, R.; Jackson, S.; Tarique, I.
  • Institutional and corporate drivers of global talent management: evidence from the Arab Gulf region
    Sidani, Y.; Al Ariss, A.
  • The pearls and perils of identifying potential
    Silzer, R.; Church, A.
  • An analysis of the talent management challenges in a post-communist country: the case of Poland
    Skuza, A.; Scullion, H.; McDonnell, A.
  • What is the value of talent management? Building value-driven processes within a talent management architecture
    Sparrow, P.R.; Makram, H.
  • Employee reactions to talent pool membership
    Swailes, S.; Blackburn, M.
  • You’ve been framed – framing talent mobility in emerging markets
    Tansley, C.; Kirk, S.
  • Talent management: for what, how and how well? An empirical exploration of talent management in practice
    Thunnissen, M.
  • Exploring talent management in India: the neglected role of intrinsic rewards
    Tymon, W.G.; Stumpf, S.A.; Doh, J.P.
  • What is talent?
    Ulrich, D.; Smallwood, N.
  • Contextualising talent management
    Vaiman, V.; Collings, D.G.; Scullion, H.
  • Cooperative innovation through a talent management pool: a qualitative study on coopetition in healthcare
    Van den Broek, J.; Boselie, P.; Paauwe, J.
  • Three approaches to case study methods in education: Yin, Merriam, and Stake
    Yazan, B.
  • Talent management: current theories and future research questions
    Al Ariss, A.; Cascio, W.; Paauwe, J.