HRM-5011: Global Talent Development and Management

Jiang, C., & Yahiaoui, D. (2019). French multinational companies’ HRM in China: Strategic orientation and integration approaches. Asia Pacific Business Review, 25(1), 3–18.
This study discusses French companies' strategic orientation and integration approaches in implementing the headquarters-based human resource management (HRM) practices in their Chinese subsidiaries.

Jackson, N. C., & Dunn-Jensen, L. M. (2021). Leadership succession planning for today’s digital transformation economy: Key factors to build for competency and innovation. Business Horizons, 64(2), 273–284.
Digital transformation is rapidly changing the competitive landscape and the war on talent for today’s organizations. As part of this economy, organizations and their HR units must continuously reevaluate leadership structures and practices that exploit core competencies while allowing innovation (i.e., leadership ambidexterity) and incorporating big data with predictive analytics. This article provides insights and understanding of how HR executives can create better solutions around this problem.

Minbaeva, D. (2020). Disrupted HR? Human Resource Management.
his paper discusses the possible avenues for future research to bridge the research-practice gap on the topic of disruptions in human resources (HR). The focus is on three global mega-trends—the flexible workforce, the digitalization of business models, and artificial intelligence and machine learning—and examine their influence on the field of human resource management (HRM) in general and in the context of the Covid-19 pandemic.

Sen, A., & Haque, S. (2016). HR metrics and the financial performance of a firm. Journal of Management Research (09725814), 16(3), 177–184.
This article attempts to take a case-based approach to highlight the linkage of HR efficiency metrics with some financial measures. The purpose of this article is to focus on key HR metrics, taking examples from selected companies, indicating that when the performance of the HR system is measured and evaluated, it may act as a positive reinforcing dimension in strategic value addition.

Barney, J. B. (Academic). (2016). Organizational capability [Video]. SAGE Knowledge.
Professor Jay Barney explains his experience with the organizational capability and strategic management for gaining competitive advantage. He discusses case studies in which organizational capabilities were and were not implemented correctly. He bases his discussion on well-known companies like GM, GE, Nissan.

Khwaja Abdul Naim Latifi, & Seunghoo Lim. (2019). Strategic human resource management in the Afghanistan Ministry of Mines and Petroleum: A network perspective. Sustainability, 11(14), 3830.
The focus of this paper is to examine the strategic role of human resource (HR) management in organizational level goal-setting, decision-making processes and to determine how the Human Resources department collaborates with other departments or outside organizations to execute its practices both within and outside the Afghanistan Ministry of Mines and Petroleum (MoMP). This article provides insight into the strategic HRM concept, which can contribute more than traditional HRM to improving an institution's sustainability.

Tadesse, W. M., & Jembere, M. W. (2020). Strategic HRM principles implementation & organizational performance: The case of Ethio Telecom. Indian Journal of Industrial Relations, 55(4), 636–652.
This study examines the interface between strategic human resource management principles implementation and organizational performance based on Ethio Telecom's managerial category employees' data.

Lopez-Cabrales, A., & Valle-Cabrera, R. (2020). Sustainable HRM strategies and employment relationships as drivers of the triple bottom line. Human Resource Management Review, 30(3).
This paper aims to develop a conceptual framework capable of analyzing the contributions made by strategic human resources management (SHRM) to firm sustainability and competitiveness. It identifies and expands on how sustainable corporate strategies and the way in which coherent, sustainable HRM strategies support them.