TY  - BOOK
AU  - Sparrow,Paul
AU  - Scullion,Hugh
AU  - Tarique,Ibraiz
TI  - Strategic talent management: contemporary issues in international context 
T2  - Cambridge companions to management
SN  - 1107032105
AV  - HF5549 .S8866 2014
U1  - 658.3 23
PY  - 2014///
CY  - Cambridge, United Kingdom
PB  - Cambridge University Press
KW  - Employee motivation
KW  - Creative ability in business
N1  - Includes bibliographical references and index; 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 directions 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 United States 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
N2  - "With contributions from leading scholars and practitioners, this Cambridge Companion examines the topical issue of talent management from a strategic perspective, mapping out insights from a number of related fields including strategy, organisational learning, marketing and supply chain management. The authors examine the challenges faced when viewing talent management in a global context, showing how both comparative and international HRM thinking have become increasingly important when, for example, managing talent in emerging markets or trying to globalise the talent management function. The book concludes with a valuable summary of key learning points about talent management for both practitioners and researchers, as well as a discussion of the most fruitful areas for future research. This Companion will be an essential resource for academic researchers, graduate students and practitioners of global strategic talent management"--
ER  -