Talent management, leadership development and knowledge transfer in an international context

This submission incorporates twelve published works relating to issues of talentmanagement, leadership development and knowledge transfer in an internationalcontext. These issues are examined from a consistently contextual and processualstance employing primarily social constructivist and interpretivist methodologies thatchallenge individualist and essentialist accounts of these phenomena.Publications 1 and 2 address issues in employee resourcing and assessment,discussing strategic and psychometric perspectives and their limitations beforedeveloping social process and discourse perspectives that address these areas in amore contextual, less individualistic ways. This perspective is then developed andapplied to issues of competence and talent management. Papers 3 to 5 inclusivedevelop this perspective on talent management, investigating how talent managementis defined in seven companies in China, how it is seen as similar to or different fromHRM, and what is driving its adoption. The issue of whether talent management canbe seen as a fashion is discussed through institutional theory, bibliometric analyses,and empirical studies in China.Papers 6 to 8 inclusive address issues of leadership and leadership development, usingsocial capital theory and empirical studies of the leadership development experienceof UK Chief Executives to challenge individualistic, essentialist and competencebasedconceptions of this area. The papers also explore issues of bonding, bridging,brokering, anxiety, uncertainty, and identity construction in leadership developmentand of distributed leadership in ethical leadership in English local government.Papers 9 to 12 inclusive explore the issue of knowledge transfer between individualsand organizations in an international context from contextual and processualperspectives. They discuss empirical and conceptual studies of knowledge transferinvolving SMEs and universities, international joint ventures, international alliancesbetween universities in the UK and Czech Republic, and the transfer of HRMknowledge in Mauritius. Links between these areas and issues for further research arealso discussed.

Level dc:type.qualificationlevel

Doctoral (Level 8)

Year dc:date.issued

2012

Author dc:creator

• Iles, PA

Language dc:language

en

Identifier

oai:salford-repository.worktribe.com:1337789

OAI identifier oai:identifier

oai:salford-repository.worktribe.com:1337789