Drawing on recent theoretical contributions, this Cambridge Companion presents an up-to-date, critical review of talent management within a global context.
Drawing on recent theoretical contributions, this Cambridge Companion presents an up-to-date, critical review of talent management within a global context.
Foreword; Acknowledgements; Part I. Mapping the Field of Strategic Talent Management: 1. Introduction: challenges for the field of strategic talent management Paul Sparrow, Hugh Scullion and Ibraiz Tarique; 2. Multiple lenses on talent management: definitions and contours of the field Paul Sparrow, Hugh Scullion and Ibraiz Tarique; Part II. Redefining the Boundaries of Strategic Talent Management: 3. A resource based view of talent management Cliff Bowman and Martin Hird; 4. Managing expert talent Greg Linden and David J. Teece; 5. A supply chain approach to talent management J. R. Keller and Peter Cappelli; 6. Employer branding and career theory: new direction for research Graeme Martin and Jean-Luc Cerdin; 7. A typology of talent management strategies Ibraiz Tarique and Randall Schuler; Part III. Globalizing the Strategic Talent Management Agenda: 8. The strategic role of HA in the US and China: relationships with HR outcomes and effects of management approaches John W. Boudreau and Edward E. Lawler, III; 9. Emerging markets and regional patterns in talent management: the challenge of India and China Jonathan Doh, Richard Smith, Stephen Stumpf and Walter G. Tymon, Jr; 10. Globalizing the HR architecture: the challenges facing corporate HQ and international mobility functions Paul Sparrow, Elaine Farndale and Hugh Scullion; 11. Strategic talent management: future directions Paul Sparrow, Hugh Scullion and Ibraiz Tarique; Index.
Foreword; Acknowledgements; Part I. Mapping the Field of Strategic Talent Management: 1. Introduction: challenges for the field of strategic talent management Paul Sparrow, Hugh Scullion and Ibraiz Tarique; 2. Multiple lenses on talent management: definitions and contours of the field Paul Sparrow, Hugh Scullion and Ibraiz Tarique; Part II. Redefining the Boundaries of Strategic Talent Management: 3. A resource based view of talent management Cliff Bowman and Martin Hird; 4. Managing expert talent Greg Linden and David J. Teece; 5. A supply chain approach to talent management J. R. Keller and Peter Cappelli; 6. Employer branding and career theory: new direction for research Graeme Martin and Jean-Luc Cerdin; 7. A typology of talent management strategies Ibraiz Tarique and Randall Schuler; Part III. Globalizing the Strategic Talent Management Agenda: 8. The strategic role of HA in the US and China: relationships with HR outcomes and effects of management approaches John W. Boudreau and Edward E. Lawler, III; 9. Emerging markets and regional patterns in talent management: the challenge of India and China Jonathan Doh, Richard Smith, Stephen Stumpf and Walter G. Tymon, Jr; 10. Globalizing the HR architecture: the challenges facing corporate HQ and international mobility functions Paul Sparrow, Elaine Farndale and Hugh Scullion; 11. Strategic talent management: future directions Paul Sparrow, Hugh Scullion and Ibraiz Tarique; Index.
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