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Frames and Actors: Translating Talent Management Strategy to Latin America

Published online by Cambridge University Press:  26 December 2019

Maria Teresa Beamond Open the ORCID record for Maria Teresa Beamond [Opens in a new window] ,
Elaine Farndale  and
Charmine E. J. Härtel
Maria Teresa Beamond*
Affiliation:
RMIT University, Australia
Elaine Farndale
Affiliation:
The Pennsylvania State University, USA Tilburg University, The Netherlands
Charmine E. J. Härtel
Affiliation:
University of Queensland, Australia
*
Corresponding author: Maria Teresa Beamond ([email protected])
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Abstract

Multinational enterprises (MNEs) transfer their corporate strategies to subsidiaries globally, and in so doing, embark on a translation process. Despite the prevalence of MNEs and their investments in emerging economies, little is known about how local factors affect key actors when translating corporate talent management (CTM) strategies to these regions. This study draws from the translation and talent management literatures to explore the travel of ideas in the context of CTM. Relevant frames (narratives that emerge around actions) and actors are proposed and explored empirically in a qualitative study of 76 employees across an Australian mining MNE with subsidiaries located in Latin America. The findings support extant literature as well as uncovering new frames (categorized in external or corporate, and internal or local) and actors (including non-managerial) as part of the translation process. The findings suggest the need to balance talent management strategies between corporate and subsidiaries by being aware of internal and external frames including in both urban and rural locations. This understanding provides further clarification of the global versus local paradox faced by MNEs. Implications for future research and practice are discussed.

摘要

摘要

跨国公司将其公司战略引入到全球的子公司中，从此开始了一个转化的过程。尽管跨国公司十分盛行且对新兴经济进行投资，但将这些跨国公司人才管理战略引入到相应地区时，当地因素是如何影响关键行动者这一问题我们却知之甚少。本研究基于引进与人才管理相关文献，探讨在企业人才管理战略情境下的观点传播。在对澳大利亚矿业跨国公司设在拉丁美洲子公司中76名员工进行定性研究后，我们提出了相关框架(围绕行动出现的叙述)和行动者，并对其进行了实证研究。研究结果支持现有文献的观点，并进一步揭示了新框架(分为外部的或企业的、内部的或本地的)和行动者(包括非管理层)是引进过程的组成部分。研究结果表明，跨国公司需要通过了解城市和农村地区的内部和外部框架，来平衡母公司和子公司间的人才管理战略。这一结论进一步厘清了跨国公司所面临的全球性与本地性的矛盾。该研究结果为未来研究与管理实践提供了启发。

Аннотация

АННОТАЦИЯ

Многонациональные предприятия (МНП) передают свои корпоративные стратегии дочерним компаниям по всему миру и, таким образом, начинают процесс перевода. Несмотря на широкое распространение МНП и их инвестиций в развивающихся странах, мало что известно о том, как местные факторы влияют на ключевых актеров при переводе корпоративных стратегий управления талантами в этих регионах. Это исследование опирается на литературу по переводу и управлению талантами, чтобы изучить путешествие идей в контексте управления талантами. Мы предлагаем для эмпирического изучения соответствующие кадры (нарративы, которые появляются вокруг действий) и актеров, а также проводим качественное исследование, которое охватывает 76 сотрудников австралийского горнодобывающего МНП с филиалами в Латинской Америке. Наши выводы находят подтверждение в существующей научной литературе, а также раскрывают новые обстоятельства (классифицированные как внешние или корпоративные, а также внутренние или локальные) и актеров (включая лиц, не занимающих руководящие позиции) как часть процесса перевода. Наши результаты свидетельствуют о необходимости сбалансировать стратегии управления талантами между корпорациями и дочерними предприятиями, учитывая внутренние и внешние обстоятельства как в городских, так и в сельских районах. Этот вывод еще больше проливает свет на глобально-локальный парадокс, с которым сталкиваются МНП. Мы также обсуждаем значение данной работы для будущих научных исследований и практической деятельности.

Resumen

RESUMEN

Las empresas multinacionales (EMN) transfieren sus estrategias corporativas a las filiales globalmente, y como al hacerlo, se embarcan en un proceso de traducción. A pesar de la prevalencia de las EMN y sus inversiones en economías emergentes, poco es conocido sobre cómo los factores locales afectan los actores clave cuando se traducen las estrategias de gestión del talento (CTM) a esta estas regiones. Este estudio se basa en las literaturas de traducción y gestión del talento para explorar el viaje de las ideas en el contexto de las estrategias de gestión del talento. Los marcos relevantes (narrativas que emergente en torno a acciones) y actores son propuestos y explorados empíricamente en un estudio cualitativo a 76 empleados en una empresa minera australiana con filiales ubicadas en América Latina. Los hallazgos apoyan la literatura existente y también descubren nuevos marcos (categorizados en externo o corporativo, e interno o local) y actores (incluyendo no gerenciales) como parte del proceso de traducción. Los hallazgos sugieren la necesidad de equilibrar las estrategias de gestión del talento entre la corporación y las filiales al tener en cuenta de los marcos internos y externos incluyendo las ubicaciones urbanas y rurales. Este entendimiento proporciona una mayor clarificación de lo paradoja global versus local enfrentada por las EMN. Son discutidas las implicaciones para la investigación futura y la práctica.

Keywords

actorsemerging economiesframesLatin Americamultinational enterprisestalent management strategytranslation行动者新兴经济框架拉丁美洲跨国公司人才管理战略引进актерыразвивающиеся экономикикадрыЛатинская Америкамногонациональные предприятиястратегия управления талантамипереводactoreseconomías emergentesmarcosAmérica Latinaempresas multinacionalesestrategia de gestión del talentotraducción
Type
Article
Information
Management and Organization Review , Volume 16 , Issue 2 , May 2020 , pp. 405 - 442
Copyright
Copyright © 2019 The International Association for Chinese Management Research

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Footnotes

Accepted by: Deputy Editor Gerald McDermott

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