Talent has become the most important resource for organizations across a wide range of sectors throughout the world including business, non-profit, and government. These organizations are now engaged in an increasingly fierce competition to acquire the best talent as they seek to gain the upper hand in today’s fast changing environment. By combining the body of knowledge on entrepreneurship and talent management from a global perspective, this book provides a synthesized understanding of entrepreneurial mobility and talent management in the entrepreneurship and innovation ecosystem. The expert contributors combine empirical evidence and case studies to provide a nuanced understanding of global talent management from an international comparative perspective. The topics discussed include China’s return migration and its impact on Chinese development, local engagement and transformation of Chinese communities in England, and reverse migration from the US to China. Furthermore, from a comparative perspective, contributors examine global talent and entrepreneurial mobility in the contexts of Silicon Valley, European university spin-off practices and entrepreneurial ecosystems in France, Italy, and South Korea, respectively. Scholars and students in entrepreneurship and talent management will find the scope for future research useful in their work. Entrepreneurs, managers, and policymakers will benefit from the examination of global perspectives and different national contexts.

We all know the demands of starting up and running a business. With so many things to focus on, delegation and prioritisation become important from an early stage. But many entrepreneurs mistakenly give low priority to talent management practices, relegate them to an HR administrator or even ignore them altogether, thinking theyre unimportant administrative activities. One of the biggest challenges facing companies all over the world is building and sustaining a strong talent pipeline. Talent has become the vital resource for organisations through a wide range of sectors in the world including business, non-profit, and government. Not only do businesses need to adjust to shifting demographics and work force preferences, but they must also build new capabilities and revitalize their organisations -- all while investing in new technologies, globalizing their operations and contending with new competitors. The role of human resources within the corporate structure has changed dramatically over the years. HR departments focused solely on personnel functions like hiring, payroll, and benefits until changes to corporate culture in the 1980s introduced the concept of strategic HR. Human resources departments then became involved in overall business strategy like organisational development through training, leading corporate communications, and developing total compensation systems. While HR departments continue to focus on these strategic goals, there has been a recent shift toward "talent management. Talent management introduces new strategic goals to streamline hiring and leadership succession processes using the employee lifecycle model. Using the employee lifecycle model, HR guides employees through each stage of their career with the company from competency-based recruitment to career development, through termination/transition. This book provides a synthesised understanding of entrepreneurial mobility and talent management in the entrepreneurship and innovation ecosystem. The text discusses the linkage between global talent management and corporate entrepreneurship literature by providing a number of research propositions. The focus on the role human capital, innovative recruitment practices and cross-cultural staffing policies have on organisational performance. This facilitates a better understanding about how entrepreneurial thinking is encompassed into an organisational context by utilising global talent management practices. This book will be of valuable tool for scholars and students in entrepreneurship and talent management will find the scope for future research useful in their work. Entrepreneurs and policymakers will benefit from the examination of global perspectives and different national contexts.

Economic and political reforms and globalization in the developing world have led to the emergence of companies that are expanding beyond their national borders into the international arena. The transformation into multinational corporations is generally not accompanied by a change in the way they manage their talent. There is a disconnect between globalization and talent management. Yet the most effective and sustainable source of competitive advantage is talent. Talent Management in the Developing World explores how the policies, systems and procedures that have been successful within national boundaries are inadequate to meet the value propositions of completely different and diverse people working in different countries, cultures, legal and socio-economic environments. In fact they may be dysfunctional to talent management. Using the perspective of the developing world, Dr Elegbe outlines the shift in paradigm and practice that is required if organizations are to develop a sustainable talent management strategy in these countries. A global approach to talent management assures competitiveness and sustainability of success in the international environment but change will not happen until line and HR managers see its urgency and criticality. That is the endeavour of this book.

Macro Talent Management in Emerging and Emergent Markets is the first book to focus specificially on country-level activities that are aimed at attracting, developing, mobilizing, and retaining top talent for economic success in emerging or emergent markets. The book serves as a guide that orients the reader toward activities that increase their country’s global competitiveness, attractiveness, and economic development through strategic talent management. This book brings together leading experts from around the world to address such issues as cross-border flows of talent, diaspora mobility, knowledge flows, global labour markets, and policies. The book is structured in three parts: Part I covers emerging markets, Part II emergent markets, and Part III pan-national themes such as migration and clusters. Bringing together research from the fields of human resource management, international business, economic geography, comparative international development, and political economy, this is a definitive, comprehensive treatment of the topic aimed at advanced students and practitioners.

Macro Talent Management: A Global Perspective on Managing Talent in Developed Markets is the first book to focus specifically on country-level activities aimed at attracting, mobilizing, developing, and retaining top talent for economic success in developed markets. The book serves as a guide that orients the reader toward activities that increase their country's global competitiveness, attractiveness, and economic development through strategic talent management. This book brings together leading experts from around the world to address such isues as cross-border flows of talent, diaspora mobility, knowledge flows, global labour markets, and policies. Bringing together research from the fields of human resource management, international business, economic geography, comparative international development, and political economy, this is a definitive, comprehensive treatment of the topic aimed at advanced students and practitioners.

International talent management has become a critically important topic for scholarly discussion, in policy debates, and among the business community. Despite this, however, research into talent management tends to lack theoretical underpinnings, especially from an international, multidisciplinary, and comparative perspective. This Research Handbook fills this gap, bringing together a range of leading researchers, scholars, and thinkers to debate and advance the conceptualization and understanding of this multifaceted subject.

Drawing on recent theoretical contributions, this Cambridge Companion presents an up-to-date, critical review of talent management within a global context.

This book bridges the research and practice of global talent management. It opens important theoretical and practical avenues to understand the concept internationally while focusing on developing and emerging countries. Chapters derive from various geographic regions and embrace cross-national, comparative, and interdisciplinary perspectives. An open and inclusive approach is used in assessing the challenges of global talent management, strategies to overcome these challenges, and in charting opportunities for future talent management. These three dimensions are crucial to academic researchers and business practitioners for envisioning a positive future role of talent management in businesses and societies. ​

Talent Management in Small and Medium Enterprises contributes to the body of knowledge concerning talent management in small and medium enterprises. Despite the growing number of publications on talent management in recent years, research has focused mainly on large companies. As a consequence of this research bias towards large companies, the presented theoretical concepts and practices have limited applicability for talent management in small and medium enterprises (SMEs). Because SMEs constitute a significant part of the national economy in a large number of countries, many authors report the necessity to investigate talent management in such enterprises. This book will be a source of useful data for managers of SMEs and owners and provide them with information about the practices and methods concerning the acquisition, development and retention of talented employees who may contribute to the success of SMEs and the execution of business strategies. The book offers academic researchers, postgraduate students and reflective practitioners a state-of-the-art overview of Talent Management in Small and Medium Enterprises.

Careers and Talent Management challenges and deconstructs the notion of the "perfect career" in order to provide new perspectives on talent management and career creation. It argues that the skills that organizations typically look for as indicative of superstar performance are not necessarily those that lead to competitive advantage. Attracting and retaining talent is both challenging and complex for organizations, since it is not known, especially at the top level, which employee skills will be most valuable in helping the organization be competitive globally. In this thoughtful book, Reis bucks the trend on emerging super talents, critically analyzing topics related to the field of general management, careers and talent management – such as leadership, entrepreneurship, gender, and diversity – to demonstrate the range of employee skills that can benefit an organization globally. Chapter focuses include global entrepreneurship, remote business practices, and social responsibility. These new perspectives on talent management will help students of human resource management think critically about the implications of pursuing or encouraging a "perfect" career trajectory.