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Anthony McDonnell

The chapter deliberates on the primary issues and challenges that scholars face when undertaking international human resource development research. In so doing, the chapter articulates the importance of improving the comprehensiveness and sophistication of the research design and data analysis so as to move our understanding of international human resource development forward in a more robust manner. The focus of the chapter is on quantitative methods, which somewhat surprisingly appears to be less common in this area. This may reflect the relatively recent nature of the field that has seen a more exploratory and qualitative approach dominant. In anticipation of researchers engaging in increased theory testing the chapter focuses on three key areas of conducting valid and reliable quantitative studies, namely, the development of equivalent measures for comparative research; the development of appropriate sampling frames; and the administration of surveys.

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Anthony McDonnell

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Anthony McDonnell, Hugh Scullion and Jonathan Lavelle

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Agnieszka Skuza, Anthony McDonnell and Hugh Scullion

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Anthony McDonnell, Stefan Jooss and Hugh Scullion

This case examines several key issues and challenges faced by a European-owned, building materials sector multinational enterprise (MNE) that has grown rapidly over the past four decades based largely on an international strategy of cross-border acquisitions. The case highlights links between the business strategy and global talent management and, more particularly, the role of the corporate human resource (HR) function in the context of a company with a culture committed to delivering superior performance through a highly decentralised approach to managing international business operations. The case illustrates some of the complexity of global staffing and talent management issues in developed markets and also in the emerging markets of Central and Eastern Europe (CEE) and Asia. The talent management challenges are arguably more acute in these regions due to greater cultural and institutional differences, which results in a particular demand for a distinctive type of managerial talent which can operate effectively in these culturally complex and geographically distant markets (Skuza et al., 2013).

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David G. Collings, Anthony McDonnell and John McMackin

This chapter evaluates the literature on talent management and establishes key trends in the research. It differentiates research that treats talent as a subject (where every individual’s strengths should be harnessed for the organisation’s benefit, the motivational effects associated with being classified as talent, and the attention that must therefore be given to the role of objective, fair, and transparent processes of identification), and research that treats talent as an object (where attention is given to the ability, competence, performance, and behaviours of a subset of the workforce that makes them comparatively more important than everyone else in terms of the value they add to corporate performance). It argues that by looking at the interplay between critical roles and talent in isolation, we can avoid the limitations of early research that segmented employees. It identifies three trends that will drive the talent agenda: the interface of talent management and performance management; the importance of context in talent management research; and how to engage this talent and maximise their contribution and rewards for sustainable organisation performance.