Management Global Talent Management
Vlad Vaiman, Eva Gallardo-Gallardo, Marian Thunnissen
  • LAST REVIEWED: 25 September 2019
  • LAST MODIFIED: 25 September 2019
  • DOI: 10.1093/obo/9780199846740-0173


Global talent management (GTM) has its origins in international human resource management, and it emerged around the turn of the 21st century as a key strategic issue for multinational corporations (MNCs) confronted with talent shortages and mobility of staff on a global scale. It refers to the activities and processes that involve the systematic identification of key positions which significantly contribute to the organization’s sustainable competitive advantage, and the identification, attraction, selection, recruitment, development, and retention of talented individuals on a global scale to effectively fill in these roles. So, as a concept, GTM is both broader than leadership succession and more exclusive than human resource management. It focuses on key positions considering the global scope of the organization, key individuals (with high levels of talent) to step into these roles, and a differentiated human resource architecture to effectively manage such talented individuals. GTM is differentiated from strategic talent management (TM), since strategic TM deals with the TM matters of domestic organizations, while GTM is focused on the TM issues of organizations operating on a global scale. GTM, however, is strategic and multidisciplinary in nature. As mentioned previously, it is mostly rooted in the subjects of international human resource management, international management, economics, and organizational psychology. Other contributing disciplines include sociology and political science.


Since GTM is a relatively new field of study, there are a just a few textbooks available. They mostly tend to cover the history and context of the field, its conceptual and intellectual boundaries, the contextual factors influencing GTM, and core practices and contemporary challenges. Collings, et al. 2019, now in its second edition, is generally seen as the most widely used representative textbook. The first edition of the book has also been used as a textbook, albeit less widely. Al Ariss 2014 is also a popular supplement text that extends GTM applications to developing and emerging countries.

  • Al Ariss, Akram, ed. Global Talent Management: Challenges, Strategies, and Opportunities. Cham, Switzerland: Springer International, 2014.

    It offers an open and inclusive approach in assessing the challenges and charting opportunities of GTM in developing and emerging countries. Chapters are written in a concise and logical manner and are easy to read. This book should appeal to undergraduate, masters-level, and PhD students who want to broaden their understanding of GTM issues in such regions.

  • Collings, David G., Hugh Scullion, and Paula Caligiuri, eds. Global Talent Management. 2d ed. New York: Routledge, 2019.

    An in-depth review of important theoretical and empirical developments in the field based on leading-edge research. Although this textbook can be of value to upper-level undergraduates, this book should appeal, in particular, to masters-level and PhD students as well as researchers new to the field.

  • Scullion, Hugh, and David G. Collings, eds. Global Talent Management. 1st ed. New York: Routledge, 2011.

    This book draws on recent theoretical contributions in the area of GTM and presents an up-to-date and critical review of the key issues which multinational enterprises face. Beyond exploring some key overarching issues in GTM, the book discusses the key emerging issue around GTM in key economies such as China, India, the Middle East, and Eastern Europe.

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