Journal of Organizational Effectiveness People and Performance

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Journal of Organizational Effectiveness People and Performance

by kirk » Mon Mar 16, 2020 9:59 pm

Journal of Organizational Effectiveness People and Performance

Special Issue Call

Title:
Reimagining Global Talent Management? Considering the implications of context for research and practice

Editorial Information:

Dr Susan Kirk,
Newcastle University Business School, Newcastle University,
5 Barrack Road,
Newcastle. NE14SE.
Email: susan.kirk@newcastle.ac.uk

Dr Susan Kirk is a Senior Lecturer in International Human Resource Management at Newcastle University. Susan publishesin the fields of identity, global mobility and talent management. She is the Co-Track Chair for the Human Resource Management Special Interest Group in the British Academy of Management and has responsibility for managing the screening and review process forover 100 papers submitted to the annual conference. She has also been part of the organising committee for BAM events including the Nottingham Trent University Centre for People, Innovation and Performance Publishing in 4* journals events. She has been astream convenor at the Gender, Work & Organisation Conference 2016. She is a regular reviewer for a number of prestigious journals including; Human Resource Management Journal and the International Journal of Human Resource Management. Susan has publishedin journals such as; Employee Relations, the International Journal of Human Resource Management and the European Management Review.

Dr Liza Howe-Walsh,
University of Portsmouth, Faculty of Business & Law,
Portland Street,
Portsmouth, PO1 3DE
Email: liza.howe-walsh@port.ac.uk

Dr Liza Howe-Walsh is a Senior Lecturer in International Human Resource Management at Portsmouth Business School, University of Portsmouth. Liza is part of the editorial review board for the Journal of Global Mobility and has experience reviewing for special editions for the Journal of Business Research. Liza is a member of theexecutive leadership team for the Women’s Leadership Affinity Group for the International Leadership Association (USA). Liza is an Aurora role model for Advance HE (UK). Liza researches and publishes in the fields of global mobility and women’s careers. Shehas published and regularly reviews in journals such as International Journal of Human Resource Management, Journal of Business Research, Journal of Global Mobility and Journal of International Management.

Dr Tracy Scurry,
Newcastle University Business School, Newcastle University,
5 Barrack Road
Newcastle. NE14SE.
tracy.scurry@newcastle.ac.uk

Dr Tracy Scurry is a Senior Lecturer in Human Resource Management at Newcastle University Business School. Tracy’s work seeks to reframe understandings about careers by demonstrating theirmulti-level and relational nature. She is interested in exploring how individual and societal factors interplay to influence outcomes. She has an established track record of attracting research and engaging with non-academic stakeholders and has conductedresearch for policy makers. Tracy served as Book Reviews Editor for Personnel Review 2008 -2013 and continues to serve as a member of the Editorial Advisory Board. She has acted as a reviewer for a range of journals including; International Journal of HumanResource Management, Personnel Review, Human Relations, Career Development International and Studies in Higher Education.

Background and Objectives:

Work, including what constitutes as work, as well as where and when work is performed has changed dramatically over the course of the last three decades given technological advances and therise of globalization. These changes have impacted the experience of working. In the 1990s scholars introduced us to concepts such as the protean career (Hall, 1996)and the boundaryless career (Hall & Chandler, 2005),both of which emphasized the individual worker's agency and self-directedness (O'Dowd & Kaplan, 2005)in creating their own work experiences and being responsible for their own work outcomes. Concepts such as boundaryless and protean careers are seen as mutually benefiting the employee and the organization in the functionalist-positivist literature (Ng & Feldman, 2014).Within this so-called ‘network society’, mobility remains a key feature of contemporary social life (Jeanes, Loacker, Śliwa & Weiskopf, 2015: 705), with the latest Pricewaterhouse Coopers (PwC) Mobility Survey (2016) revealing that global mobility remainsa priority for businesses. However, although forms of global mobility have been expanding over the past twenty years (Kirk, 2016), shortages in globally mobile talent have increasingly been reported (Böhmer and Schinnenburg, 2016). Hitherto untapped sourcesof talent such as skilled migrants (Crowley-Henry and Al Ariss, 2018), and so-called ‘non-employees’, such as temporary workers and contractors (Collings and Isichei, 2018) are being sought to fill gaps in the global workforce.

Against this backdrop of increased demand for globally mobile talent, there are significant social, political and economic shifts that are impacting the supply of and access to these groups.For example, increasing electoral gains for nationalist parties across Europe and the significant reshaping of US immigration policy by the Trump administration. The rise in differing forms of expatriation, in particular, the use of company assigned versusself-initiated expatriates has increasingly been of interest to scholars (Dickmann, Suutari, Brewster, Mäkelä, Tanskanen, & Tornikoski, 2018) However, less is known regarding the implications of diversity within these groups including age, gender, LGBTQ (Collins,2018; McPhail & Fisher, 2015; Hutchings, McNulty, & McPhail, 2016) which has significant potential impact for global mobility.

Global talent management and international careers are central to global debates about migration, skills and the future of work (Kerr, Kerr, Őzden and Parsons, 2016). There are increasingconcerns that social, political and economic shifts will impact on the supply of and access to global talent pools creating significant uncertainty (Khilji, Tarique and Schuler, 2015). Whilst there has been considerable research on managing more traditionaltypes of global talent, in particular expatriates, there is less understanding of other forms such as global commuting. Furthermore, we argue that there is a need for research to move beyond exploring forms of mobility, to that which seeks to problematizethe notion of global mobility and global talent. In particular investigating more critically these ideas from the viewpoint of class, race, sexuality, gender and faith. In particular, we propose that there is value in interrogating how different characteristicsintersect to shape experiences and management of global talent. Engaging with critical frames of analysis, will enhance understanding and advance academic debate of how contemporary global mobility is experienced by different groups and the implications ofthis for organisational and individual performance.

We believe there is a need for more research into how contemporary global careers play out, especially in the context of the on-going war for global talent. Developing understanding of untappedsources of such talent, such as women, the LGBT community etc. would enhance academic debate to support under researched populations and implications for organisational support.

This Special Issue aims to contribute to a growing extant literature that considers alternative forms of global mobility within the context of an increasingly diverse group of potential globaltalent. The question that will guide the contributions to this this Special Issue is how can we reimagine global talent to redress the global talent crisis? The objective of this proposed Special Issue is to explore the significant socio-cultural shifts thatare occurring and to consider how researchers might draw on different theoretical perspectives to explore these macro-, meso- and micro-level factors We would encourage contributions that reflect on the implications of this for how we research and practiceglobal talent management and international careers.

Accordingly, we invite submissions that expand theory and provide empirical evidence on the following and related topics:

•How do macro-, meso- and micro-level factors constrain or enable the deployment of global talent? Such factors may include gender-related issues; ageing; identities;the changing political context; issues of sustainability and green HRM, however this list is not exhaustive
•How different global, cultural and institutional contexts influence the practice of global talent management
•How different forms of global mobility (such as global commuting; business travel etc.) can facilitate or act as a barrier for global talent
•Novel methodologies or research design that allows us to better understand the barriers and enablers for global talent management
•Organisational support for differing types of global mobility within varying organisational settings, e.g. small to mid-size firms as well as large multinationals.
•How might we think critically about gender, race, sexuality and faith in the context of global mobility? How do categories of difference intersect to shapethe experiences and management of global talent?
•How can might we think critically about inclusions and exclusion in the context of global talent management?
•How can we better understand the ‘dark side’ of the global talent and mobility discourse?

Theoretical Contribution/Value & Practical Importance

The purpose of this Special Issue is to challenge and rethink established understandings of global talent management. Through examining different forms of global mobility for a range of groupsin diverse contexts, this Special Issue critically considers existing conceptions of global talent and global talent management to advance understanding. We particularly encourage submissions that seek to explore the usefulness and value of existing conceptionsof global talent management for understanding how different forms of mobility are experienced and managed.

We are keen to attract contributions that explore the implications of global talent management for practitioners and employees themselves. Submissions that examine the strategic and policyimplications of global talent management approaches and what this means in terms of organizational effectiveness are particularly welcomed.

This Special Issue will make a theoretical contribution to the field by challenging conventional ideas and underpinning assumptions about global talent management which dominate existing researchand practice. In particular, by encouraging a focus on less obvious forms of mobility and emphasising experiences of groups currently marginalised or invisible in dominant accounts of global talent management, this special issue will illuminate the diverseand complex characteristics of global talent and global talent management.

The theoretical contribution will not only serve to advance academic understanding of global talent and global talent management, but will also provide a basis from which practitioners canreconsider the challenges that they are facing in recruiting, retaining and motivating global talent.

Timeline
Submission deadline: 4th September 2020
Revised article deadline (first round): 5th February 2021
Revised article deadline (second round): May 2021
Deadline to the publishers: September 2021

Papers should be formatted in accordance with the JOEPP style. Instructions for authors can be found here: https://www.emeraldgrouppublishing.com/ ... d=joepp#23.

Manuscripts should be submitted online using the Journal of Organizational Effectiveness, People and Performance ScholarOne Manuscript Central: https://mc.manuscriptcentral.com/joepp.

Papers will be double-blind peer reviewed. The Guest Editors would be glad to discuss ideas for papers informally via e-mail: susan.kirk@newcastle.ac.uk, liza.howe-walsh@port.ac.uk, tracy.scurry@newcastle.ac.uk.

References
Böhmer, N. and Schinnenburg, H. (2016). “How gender and career concepts impact Global Talent Management”, Employee Relations, 38, 1: 73-93.
Collins, J. C. (2018). A more radical human resource development: the time is now. Human Resource DevelopmentInternational, 1-7.
Collings, D.G. & Isichei, M. (2018) The shifting boundaries of global staffing: integrating global talent management, alternativeforms of international assignments and non-employees into the discussion, The International Journal of Human Resource Management, 29:1, 165-187, DOI: 10.1080/09585192.2017.1380064.
Collings, D. G., Mellahi, K., & Cascio, W. F. (2019). Global talent management and performancein multinational enterprises: A multilevel perspective. Journal of Management, 45(2), 540-566.
Crowley-Henry, M. & Al Ariss, A. (2018) Talent management of skilled migrants: propositions and an agenda for future research,The International Journal of Human Resource Management, 29:13, 2054-2079, DOI: 10.1080/09585192.2016.1262889
Dickmann, M., Suutari, V., Brewster, C., Mäkelä, L., Tanskanen, J., & Tornikoski, C. (2018).The career competencies of self-initiated and assigned expatriates: assessing the development of career capital over time. The International Journal of Human Resource Management, 29(16), 2353-2371.
Global Monitoring Report (2015/16) http://pubdocs.worldbank.org/en/4770814 ... Change.pdf
Hall, D. T. 1996. Protean careers of the 21st century. The Academy of Management Executive, 10(4): 8-16
Hall, D. T., & Chandler, D. E. 2005. Psychological success: When the career is a calling. Journal of Organizational Behavior, 26(2): 155-176.
Holland, D., & Scullion, H. (2019) Towards a talent retention model: mapping the building blocks of the psychological contract to the three stages ofthe acquisition process. The International Journal of Human Resource Management, 1-46.
Hutchings, K., McNulty, Y. and McPhail, R. (2016). Lesbian and gay expatriation: opportunities, barriers and challenges for global mobility. The International Journal of Human Resource Management, 27(3), 382-406
Jeanes E, Loacker B, Śliwa M and Weiskopf R (2015) Mobilities in contemporary worlds of work and organizing. Theory & Politics in Organizations, 15 (4): 705-723.
Kerr, S.P., Kerr, W., Özden, C. and Parsons, C. (2016) Global Talent Flows. Journal of Economic Perspectives, 30(4), 83-106.
Khilji, S.E., Tarique, I. and Schuler, R.S. (2015). Incorporating the macro view into talent management. Human Resource Management Review, http://dx.doi.org/10.1016/j.hrmr.2015.04.001
Kirk, S. (2016) Career capital in global Kaleidoscope Careers: the role of HRM, TheInternational Journal of Human Resource Management, 27:6, 6 81-697, DOI:10.1080/09585192.2015.1042896.
McPhail, R. and Fisher, R. (2015). Lesbian and gay expatriates use of social media to aid acculturation, International Journal of Intercultural Relations, 49,294-307.
Ng, T. W., & Feldman, D. C. 2014 Subjective career success: A meta-analytic review. Journalof
Vocational Behavior, 85(2): 169-179
O'Dowd, K., & Kaplan, D. M. 2005. The career life of academics: Boundaried or boundaryless Human Relations, 58(6): 699-721.
PricewaterhouseCoopers (2016) Global Mobility Survey: ‘Is your organization ‘mobile ready’?
What does it mean and how to get there.’ Available at: https://www.pwc.com/gx/en/services/peop ... diness.pdf. Accessed August 2018.

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