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Iles, P., Chuai, X. and Preece, D. (2010) 'Talent Management and HRM in
Multinational companies in Beijing: Definitions, differences and drivers',
, 45 (2), pp.179-189.
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Talent Management and HRM in Multinational companies in Beijing:
Definitions, differences and drivers*
Professor of Human Resource Development
Leeds Business School
Leeds Metropolitan University, UK (corresponding author)
Tel +44 (0) 1132837009
Fax +44 (0) 1274774072
Corporate Development Coordinator
Professor of Technology Management & Organization Studies
The Business School
University of Teesside, UK
Journal of World Business,
2010, Vol. 45, No. 2, pp. 179-189.
Talent Management (TM) has attracted increasing attention from academics
and practitioners in recent years, but there are many gaps and omissions left
for further theoretical and empirical development. One line of debate has been
whether TM is merely a re-packaging of what already exists, not being distinct
from traditional HRM practices or disciplines. The paper has three main
a review of how „Talent‟ and TM has been co
the literature and the outline of a framework we have derived therefrom which
identifies four main perspectives on TM: exclusive-people; exclusive-position;
inclusive-people; social capital; (ii) the presentation and analysis of our
research findings relating
to TM perspectives
multinational corporations (MNCs) in Beijing; (iii) a concluding discussion
which compares and contrasts our findings with the extant literature and our
framework. Six of the companies had adopted
„integrated, selective‟ HRM. For some, this
people‟ focus on certain groups of „
people, whilst for others it meant an
focus on certain
positions in the organization. Just one organization had adopted an
smooth talent flows and development, and moving
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