Handbook of Human Resource Management in Emerging Markets
Show Less

Handbook of Human Resource Management in Emerging Markets

Edited by Frank Horwitz and Pawan Budhwar

Bringing together a diverse set of key HRM themes such as talent management, global careers and employee engagement, this remarkably wide ranging work on managing human resources in more than 20 emerging markets is written by world-leading experts in HRM in emerging markets and based on leading-edge research and practice.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 10: Talent management in the emerging markets

Agnieszka Skuza, Anthony McDonnell and Hugh Scullion


For organizations across the globe, talent management (TM) continues to grow in its strategic importance (Capelli, 2008; Collings, Scullion and Vaiman, 2011; McDonnell, 2011), particularly for knowledge workers and high potentials. We are now well aware of reports which suggest that seven in ten corporate leaders spend in excess of 20 per cent of their time on TM activities (Economist Intelligence Unit, 2006), and that TM represents the most important challenge facing HR directors in Europe (Boston Consulting Group, 2007). As a result, it is unsurprising that TM has attracted growing interest and is beginning to firmly establish itself as a key field of academic research. Interestingly, available empirical research hints that while the importance of TM is often recognized, organizations remain some distance off being regarded as effective at it (Scullion, Collings and Gunnigle, 2007; McDonnell, Lamare, Gunnigle and Lavelle, 2010; Schuler, Jackson and Tarique, 2011). All things considered, it appears that wide differences exist between the rhetoric and reality of what happens in practice. This chapter has two primary objectives. First, it explores the reasons for the emergence of TM in the emerging markets. Second, it examines the specific nature of the TM challenges in the Central and Eastern European (CEE) region in the unique social, economic and cultural setting of this region. Nowadays, organizations appear to be endlessly looking at global opportunities to bring short-, medium- and long-term business success.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.