Strategic Talent Management

Paul Sparrow is the Director of the Centre for Performance-led HR and Professor of International Human Resource Management at Lancaster University Management School. He has consulted with major multinationals, public sector organisations and inter-governmental agencies and was an Expert Advisory Panel member to the UK Government's Sector Skills Development Agency. His research interests include cross-cultural and international HRM, HR strategy, cognition at work and changes in the employment relationship. From 2008 to 2012, he has been voted amongst the Top 15 Most Influential HR Thinkers by Human Resources magazine. Hugh Scullion is Professor of International Management at NUI Galway, Ireland. He has published in leading North American and European journals including the Academy of Management Journal, the Journal of World Business, the Human Resource Management Journal and the International Human Resource Management Journal, and he has published a number of books in the area of International HRM. He has acted as consultant to multinational companies in Europe and Asia. Ibraiz Tarique is an Associate Professor of HRM and Director of Global HRM Programs at the Lubin School of Business, Pace University, New York City campus. His research interests are in IHRM, GTM and investments in human capital. He has published in the International Journal of Human Resource Management, the Journal of World Business and the International Journal of Training and Development. He has presented numerous papers at the Annual AOM Meetings and is the co-author of International Human Resource Management: Policies and Practices for Multinational Enterprises, a comprehensive textbook in IHRM.

• Foreword; Acknowledgements; Part I. Mapping the Field of Strategic Talent Management: 1. Introduction: challenges for the field of strategic talent management Paul Sparrow, Hugh Scullion and Ibraiz Tarique; 2. Multiple lenses on talent management: definitions and contours of the field Paul Sparrow, Hugh Scullion and Ibraiz Tarique; Part II. Redefining the Boundaries of Strategic Talent Management: 3. A resource based view of talent management Cliff Bowman and Martin Hird; 4. Managing expert talent Greg Linden and David J. Teece; 5. A supply chain approach to talent management J. R. Keller and Peter Cappelli; 6. Employer branding and career theory: new direction for research Graeme Martin and Jean-Luc Cerdin; 7. A typology of talent management strategies Ibraiz Tarique and Randall Schuler; Part III. Globalizing the Strategic Talent Management Agenda: 8. The strategic role of HA in the US and China: relationships with HR outcomes and effects of management approaches John W. Boudreau and Edward E. Lawler, III; 9. Emerging markets and regional patterns in talent management: the challenge of India and China Jonathan Doh, Richard Smith, Stephen Stumpf and Walter G. Tymon, Jr; 10. Globalizing the HR architecture: the challenges facing corporate HQ and international mobility functions Paul Sparrow, Elaine Farndale and Hugh Scullion; 11. Strategic talent management: future directions Paul Sparrow, Hugh Scullion and Ibraiz Tarique; Index.

'By defining the boundaries of the field, developing important cross-disciplinary bridges, and posing a range of important questions for academics and practitioners alike, this book puts the 'strategic' into 'strategic talent management'.' Wayne F. Cascio, Distinguished Professor and Robert H. Reynolds Chair in Global Leadership, University of Colorado