Stefan Jooss

The University of Queensland, UQ Business School, Faculty Member

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I am a Senior Lecturer in Management at UQ Business School, The University of Queensland, Australia. Prior to joining UQ, I was a lecturer at Cork University Business School, University College Cork, and at the Technological University Dublin, Ireland.

My main research interest is human resource management, specifically in the areas of talent management, global mobility, and the future of work. I am actively seeking national and international research collaborators. I am also interested in supervising PhD students in the broad area of human resource management. Please contact me via email at [email protected] and/or connect with me on LinkedIn if you are interested in research collaboration or PhD supervision.

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Papers by Stefan Jooss

Inclusive leadership in times of global crisis: How CEOs of multinational enterprises responded to COVID-19

Critical Perspectives on International Business , 2024

The purpose of this paper is to provide a critical perspective on how the COVID-19 crisis shaped ... more The purpose of this paper is to provide a critical perspective on how the COVID-19 crisis shaped inclusive leadership behaviors of global business leaders. Using quantitative and qualitative methods, we analyzed 240 CEO statements in 120 multinational enterprises (MNEs) from six countries (France, India, Japan, South Korea, UK, USA), pre- and mid-COVID-19. Results show that CEO emphasis on inclusive leadership increased during the pandemic. More substantively, we identify three key behaviors of inclusive leadership – fidelity, calmness, collective resilience. We provide empirical evidence of inclusive leadership behaviors by global business leaders. In doing so, we integrate inclusive leadership into societally engaged international business research.

Talent management in the hospitality and tourism industry: The role of societal and organisational culture"

International Journal of Contemporary Hospitality Management, 2024

The purpose of this research is to examine the role of societal and organisational culture on tal... more The purpose of this research is to examine the role of societal and organisational culture on talent management (TM) within the Greek hospitality and tourism (H&T) industry. Specifically, we test societal culture’s effect on TM approaches and the mediating role of organisational culture. In our quantitative study, the questionnaire sample included employees of all hierarchical levels from three hotels located in northern, central, and southern Greece (n = 188). Data analyses were carried out by using the PROCESS Version 4 macro in SPSS. Our results show that neither societal nor organisational culture are decisive factors in impacting the perceived TM approach. This might be due to the organisations imitating other firms without pre-establishment of societal and organisational fit. This study emphasises TM’s alignment with both societal and organisational culture. Given the context-specific nature of TM, achieving culture fit can enhance talent acquisition, retention, and engagement, ultimately leading to improved talent and overall organisational performance. Our study integrates more centrally a cultural lens into the TM discourse. It provides empirical evidence of TM approaches in the Greek H&T industry, drawing on a multi-stakeholder sample including managers and talents.

A tech-tonic shift: the complex dance of technology-enabled-learning and academic identity work in higher education

Studies in Higher Education, 2024

The Covid-19 pandemic catalysed significant transformations in higher education, prominently mani... more The Covid-19 pandemic catalysed significant transformations in higher education, prominently manifesting through the accelerated adoption of Technology-Enabled Learning (TEL). This shift not only redefined pedagogical practices but also significantly impacted the teaching-orientated identity work of academics. This study explores the repercussions of TEL on academic identity within the post-pandemic educational landscape, moving beyond the confines of online learning to consider the broader technological influences on teaching and learning. The study commences with a review of the existing literature on academic identity work, including an analysis of both the internal and external influences that shape this identity work. Through 20 interviews conducted with the faculty of higher education bodies, the study introduces a taxonomy of five overlapping academic identity archetypes; the entertainer, the hunter-gatherer, the gatekeeper, the humanist, and the technologist. These archetypes provide a classification for understanding the complex, multifaceted nature of academic identities and their evolution in response to TEL. Within this classification, we also include the multitude of rituals and activities undertaken within each archetype as modes of identity work. As such, this study underscores the dynamic, fluid nature of instructor-orientated academic identity, recognising the challenges and opportunities posed by TEL. By fostering environments that acknowledge and leverage these diverse identities, academic institutions can enhance their faculty's capacity to innovate and excel in teaching in an increasingly digital world.

Employee reactions to perceived 'non-talent' designation: A social comparison perspective

The International Journal of Human Resource Management, 2024

Talent designation is one of the most sensitive and controversial topics in talent management. As... more Talent designation is one of the most sensitive and controversial topics in talent management. As organisations adopt workforce differentiation practices, a subset of employees is often considered ‘talent’, while other employees may implicitly perceive ‘non-talent’ status. Taking a social comparison perspective, we examine under which conditions employees are more likely to respond positively or negatively to perceived non-talent designation. Specifically, we draw on research on personal goals and extend the self-evaluation maintenance model. We argue that, contrary to common assumptions, perceived non-talent designation may not universally cause negative responses. Comparison can be experienced as inspiration or envy – depending on the relevance of talent status to one’s identity, attainability of talent status in the future, and a multitude of micro-, meso-, and macro-level contextual factors. This, in turn, shapes both employees’ approach motivation to gain talent status and self-serving attributions to defend non-talent status. In doing so, we provide a more nuanced understanding of employee reactions to perceived non-talent designation and highlight the value of dynamic talent designation in organisations.

Navigating career stages in the age of artificial intelligence: A systematic interdisciplinary review and agenda for future research

Journal of Vocational Behavior, 2024

As artificial intelligence (AI) use expands within organizations, its influence is increasingly p... more As artificial intelligence (AI) use expands within organizations, its influence is increasingly permeating careers and vocational domains. However, there is a notable lack of structured insights regarding AI's role in shaping individual career paths across career stages. To address this gap, we undertook a systematic literature review of 104 empirical articles, aiming to synthesize the scholarship on AI in the context of careers. Drawing upon career stage theory, we examine the implications of AI on careers, identify key barriers and enablers of AI use in this area, and reveal how the utilization of AI impacts individuals' career competencies. In doing so, we illustrate how AI actively shapes individuals' career trajectories and we dissect these effects both within and across various career stages to situate AI within the broader context of careers research. Adopting a sustainable career lens, we conclude by outlining a future research agenda that advocates for the design and adoption of AI systems that promote sustainable and equitable careers.

Navigating management control change: Pathways to the future of work

Accounting, Auditing & Accountability Journal, , 2023

COVID-19 has forced Big 4 firms to challenge existing management control arrangements and adapt t... more COVID-19 has forced Big 4 firms to challenge existing management control arrangements and adapt their ways of working. Yet, we know little about how management control might be enacted in the future of the sustainable workplace. The objective of our study is to examine the patterns of management control change in the Big 4 accounting firms during the COVID-19 pandemic. Adopting an exploratory qualitative research design, we draw on 42 interviews with directors and associates in the Big 4 professional services firms. Our findings reveal two pathways of management control change including alignment and displacement. We found that relatively minor adaptions to action and results controls were relied upon to respond to substantial cultural and personnel control changes. Our contributions are threefold: We take a temporal perspective to (1) unpack the changes to management control arrangements; (2) theorise our findings by developing a three-dimensional taxonomy of change pathways encompassing pace, scope, and longevity of management control change; and (3) contextualise management control arrangements in a hybrid work setting.

A skills-matching perspective on talent management: Developing strategic agility

Human Resource Management, 2024

Despite two decades of evolution as an area of research and practice, talent management faces ong... more Despite two decades of evolution as an area of research and practice, talent management faces ongoing criticism for being overly static in its approach, offering little in terms of enabling strategic agility. This is problematic as organizations increasingly rely on strategic agility to manage their dynamic business operations. Drawing on matching theory and adopting an agility lens, we explore the link between talent management and strategic agility. Through a qualitative research design, encompassing 34 interviews in 15 organizations, we explicate a skills-matching perspective on talent management, including initial and dynamic skills-matching in external and internal labor markets. Through this process, organizations can build a set of dynamic capabilities, underlying two meta-capabilities, strategic sensitivity and resource fluidity, which enable strategic agility. In doing so, we portray skills-matching as an illustration of a processual view on talent management and create a model of developing strategic agility through skills-matching, responsive to external and internal demands.

Guest editorial: Talent management and COVID-19: lessons and opportunities

International Journal of Contemporary Hospitality Management, 2023

In this editorial, we introduce the special issue on Talent Management in the New Normal of Hospi... more In this editorial, we introduce the special issue on Talent Management in the New Normal of Hospitality and Tourism. The special issue consists of six articles which offer insights into the lessons and opportunities for talent management in hospitality and tourism amid COVID-19. It also contributes to key debates and highlights future research directions in the post-pandemic era. We conclude that the industry’s recovery and sustainable growth will depend in large measure on its response to the acute staff shortages faced and the development of a talent agenda. This includes the provision of decent work and innovative talent strategies and practices. We hope that the contributions in this special issue will stimulate further research in the area and contribute to a greater understanding and development of talent management as a core strategy within hospitality and tourism businesses.

Middle managers as key talent management stakeholders: Navigating paradoxes

European Management Review, 2023

Middle managers are critical in talent management practice. Yet, their commitment to enacting org... more Middle managers are critical in talent management practice. Yet, their commitment to enacting organisational strategies and policies is often limited given their multiplicity of responsibilities and tasks beyond talent management. Taking a paradox lens and a multi-stakeholder perspective, we draw from 147 interviews with middle managers, HR leaders and talents to unpack two key paradoxes when managing talent: a short-term–long-term paradox and a function–organisation paradox. Our research reveals a range of defensive and proactive responses to these paradoxes, which leads us to develop a typology of middle manager approaches navigating paradoxes in talent management. This typology depicts features, tensions and examples of middle managers' approach to managing talent. We introduce the extent of intradepartmental involvement and interdepartmental collaboration as key features and illustrate spatial and temporal tensions underlying paradoxes. We conclude with implications of the (in)effective management of paradoxes in a talent context.

Operating in the middle-power position: Conceptualising the role of regional headquarters through loaned and owned power

International Business Review, 2023

This conceptual paper argues that the role and development of regional headquarters (RHQ) is depe... more This conceptual paper argues that the role and development of regional headquarters (RHQ) is dependent on and determined by intense power relations and political interactions with interdependent actors in the multinational enterprise (MNE). We demonstrate how studies to date on the RHQ have focused on exploring its bridging function as either administrative or entrepreneurial in managing trade-offs between global and local contexts. Equally, we suggest that research on MNE power and politics has concentrated on understanding the power dynamics that exist in the corporate headquarters (CHQ)-subsidiary relationship. By combining and enriching these disparate works of literature, we conceptualise how the RHQ role shapes, and in turn is shaped by, political struggles, diverging interests, and conflictual tensions at critical interfaces across the MNE. A novel contribution from our paper is the development of a typology that conceptualises how RHQ role variations are defined by the RHQ’s loaned power over subsidiaries as well as its owned power over CHQ.

Attracting talent through sustainability

Critical Questions in Sustainability and Hospitality , 2023

This book chapter focuses on attracting talent through sustainability. The chapter first depicts ... more This book chapter focuses on attracting talent through sustainability. The chapter first depicts the meaning of talent and talent management before then discussing sustainability in the context of talent management. Subsequently, the chapter reveals the building blocks of sustainable talent management. Specifically, we highlights three aspects: diverse and creative talent, employer branding and value proposition, and coopetition.

Creativity development and Mode 2 theory development: Event system and experiential learning perspectives

by Stefan Jooss and Anastasia Kulichyova

Human Resource Management Journal, 2022

Literature on academic-stakeholder collaboration in the context of HRM is scarce and highlights t... more Literature on academic-stakeholder collaboration in the context of HRM is scarce and highlights the challenges linking theory to practice. Drawing on Mode 2 research, we theorise how a structured intervention enables the generation of theoretical insights concerning the development of employee creativity knowledge, skills, and attitudes (KSAs). Utilising event system theory, we reveal how the novelty, criticality, and disruption of a structured intervention fuel an experiential learning process. This process facilitates the development of important individual and team-based creativity KSAs and is sustained through a learning mindset. We develop insights about theories-in-use, HRM theory development, and the micro processes involved in an academic-stakeholder collaboration including areas of potential tension. From a practice perspective, we highlight the value of structured interventions for creativity KSA development and a strategy to facilitate academic-stakeholder collaboration.

From travel to virtual work: The transitional experiences of global workers during Covid-19

International Business Review, 2022

The Covid-19 pandemic has transformed how global work is conducted in multinational enterprises. ... more The Covid-19 pandemic has transformed how global work is conducted in multinational enterprises. There has been a rapid and forced shift from global mobility to global virtual work. Taking a transition perspective and drawing on event system theory, this paper examines the transitional working experiences of global workers amid a global health pandemic. Through 32 in-depth interviews (pre- and in-Covid-19), our findings reveal how this exogenous event has transformed previously unquestioned and enshrined global work routines. By unpacking the transition process, we find that global workers were challenged to reconfigure the structural and relational dimensions of their global work. We disentangle the strategic and sustainable lessons learnt on the future of global working for multinational enterprises.

Beyond competing for talent: an integrative framework for coopetition in talent management in SMEs

International Journal of Contemporary Hospitality Management, 2022

This paper unpacks how SMEs can operationalise coopetition in talent management, addressing ongoi... more This paper unpacks how SMEs can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic. Our conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, we take an interorganisational talent pool lens and develop a framework following the principles of open systems theory. We find that the traditional use of talent pools is often impractical for SMEs due to a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. We identify potential for SME coopetition at various stages including attraction, development, and retention of talent. Coopetition in talent management can aid industries in establishing market-thickening pipelines. Through co-attracting, co-developing, and co-retaining talent, SMEs can create interorganisational talent pools. To develop talent management coopetition, a set of prerequisites, catalysts, and potential inhibitors must be analysed and managed. This paper moves the talent management debate beyond competition for talent, introducing coopetition as a viable alternative. Taking an open systems perspective, we develop an integrative framework for coopetition in talent management in SMEs encompassing input, process, and output components. We reveal the dynamic and complex nature of this coopetition process, highlighting the essential role of coopetition context and illustrating open system principles.

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Discretion as a double‐edged sword in global work: The perils of international business travel

Human Resource Management Journal, 2021

International business travellers (IBTs) have become omnipresent in multinational enterprises, an... more International business travellers (IBTs) have become omnipresent in multinational enterprises, and yet we know little on how they manage the inherent complexities of their global work. Through a qualitative research design, our study reveals a perturbing job demands-resources mismatch faced by these individuals. IBTs are afforded substantial discretion with respect to how they carry out their global work and this discretion enables engagement in a series of job crafting actions. The job crafting actions we identify in this study inadvertently intensified rather than eased the demands-resources mismatch that IBTs confronted. Our study advances job crafting theory through unpacking the potentially dysfunctional nature of job crafting in a global work context. In doing so, we challenge much of the extant literature which tends to overwhelmingly focus on the positive impact of job crafting actions. Our findings lead us to call for greater organisational oversight and configuration of support structures for IBTs.

Tensions in talent identification: a multi-stakeholder perspective

The International Journal of Human Resource Management, 2021

Research on how organisations identify talent in practice remains limited. Too often it appears t... more

Global Talent Management The Identification Process of Pivotal Talent in Multinational Hotel Corporations

Global talent management (GTM) has become a critical factor of organisational practice in multina... more Global talent management (GTM) has become a critical factor of organisational practice in multinational corporations. The key assumption is that GTM is a source of competitive advantage for organisations. The aim of this research is to explore and understand the talent identification process in multinational hotel corporations (MNHCs). Drawing from multiple theoretical perspectiveshuman and social capital as well as agency and social network theoriesthe study takes an interpretivist stance to examine critically the talent identification process. By means of a qualitative collective case study design, three MNHCs were selected and 73 semi-structured in-depth interviews were v Abbreviations

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Navigating Complex Frontiers: International Business Travellers as Global Boundary Spanners in MNEs

Academy of Management Proceedings

Flexible global working arrangements: An integrative review and future research agenda

Human Resource Management Review, 2020

The topography of global mobility within multinational enterprises (MNEs) is evolving where we no... more The topography of global mobility within multinational enterprises (MNEs) is evolving where we now have a portfolio of flexible global working arrangements (FGWAs) including: international business travellers, flexpatriates, short-term international assignees, international commuters, and rotational assignees. The need for more agile structures and more efficient mechanisms to transfer globally dispersed knowledge are two key enablers in this evolution. With increased interest, this paper offers the first systematic, integrative review of 100 articles on FGWAs. The review indicates that these forms of global work appear to be a somewhat overlooked double-edged sword in that they may confer significant but unrealised value for MNEs alongside hidden, adverse consequences for individuals. Notable was the lack of insight into the HR function's input or oversight at either a strategic or operational level. We find that there is a distinct lack of strategic linkages to global mobility and/or HR functions. We propose a research agenda that centres on better understanding the international HR function's role and responsibility in providing a more strategic and sustainable perspective of these increasingly common FGWAs alongside virtual work. The COVID-19 pandemic may offer a critical juncture point in which there is greater strategic consideration on the utilisation and support of such arrangements.

Talent designation in practice: An equation of high potential, performance, and mobility

International Journal of Human Resource Management, 2019

Effective identification of talent is a central element of talent management. Talk of talent ofte... more Effective identification of talent is a central element of talent management. Talk of talent often involves two distinct, yet interrelated dimensions: performance and potential. The talent management literature has however provided limited consideration both conceptually and empirically concerning the delimitation between these two dimensions. This paper looks to address this by examining how the talent construct is operationalised in practice. It considers two key research questions; what indicators of performance and potential are applied by key organisational stakeholders in discerning what talent is? What factors impact talent designation? We adopt a multilevel case study design encompassing 73 interviews with senior organisational leaders in three multinational hotel corporations. Our findings demonstrate that the dimensions of high performance and high potential were commonly spoken about when referring to talent. However, there was a substantial lack of clarity around potential with a conflation between it and performance common. Moreover, mobility emerged as a critical contextual factor in being labelled as talent or not. The paper contributes to talent management scholarship by providing a more nuanced approach in understanding how talent is enacted in practice in an underexplored empirical context.

Inclusive leadership in times of global crisis: How CEOs of multinational enterprises responded to COVID-19

Critical Perspectives on International Business , 2024

Talent management in the hospitality and tourism industry: The role of societal and organisational culture"

International Journal of Contemporary Hospitality Management, 2024

A tech-tonic shift: the complex dance of technology-enabled-learning and academic identity work in higher education

Studies in Higher Education, 2024

Employee reactions to perceived 'non-talent' designation: A social comparison perspective

The International Journal of Human Resource Management, 2024

Navigating career stages in the age of artificial intelligence: A systematic interdisciplinary review and agenda for future research

Journal of Vocational Behavior, 2024

Navigating management control change: Pathways to the future of work

Accounting, Auditing & Accountability Journal, , 2023

A skills-matching perspective on talent management: Developing strategic agility

Human Resource Management, 2024

Guest editorial: Talent management and COVID-19: lessons and opportunities

International Journal of Contemporary Hospitality Management, 2023

Middle managers as key talent management stakeholders: Navigating paradoxes

European Management Review, 2023

Operating in the middle-power position: Conceptualising the role of regional headquarters through loaned and owned power

International Business Review, 2023

Attracting talent through sustainability

Critical Questions in Sustainability and Hospitality , 2023

Creativity development and Mode 2 theory development: Event system and experiential learning perspectives

by Stefan Jooss and Anastasia Kulichyova

Human Resource Management Journal, 2022

From travel to virtual work: The transitional experiences of global workers during Covid-19

International Business Review, 2022

Beyond competing for talent: an integrative framework for coopetition in talent management in SMEs

International Journal of Contemporary Hospitality Management, 2022

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Discretion as a double‐edged sword in global work: The perils of international business travel

Human Resource Management Journal, 2021

Tensions in talent identification: a multi-stakeholder perspective

The International Journal of Human Resource Management, 2021

Research on how organisations identify talent in practice remains limited. Too often it appears t... more

Global Talent Management The Identification Process of Pivotal Talent in Multinational Hotel Corporations

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Navigating Complex Frontiers: International Business Travellers as Global Boundary Spanners in MNEs

Academy of Management Proceedings

Flexible global working arrangements: An integrative review and future research agenda

Human Resource Management Review, 2020

Talent designation in practice: An equation of high potential, performance, and mobility

International Journal of Human Resource Management, 2019

I have left the country, but the project continues

How to Keep Your Research Project on Track. , 2024

The labour market for academics is international and we also commonly work in teams. Sometimes th... more

Coopetition im Talent Management: Ein konzeptioneller Rahmen für das Talent Management in kleinen und mittleren Unternehmen der Hotellerie der Zukunft

New Work, Leadership und Human Resources Management im Tourismus, 2024

Mit dem Prinzip der Coopetition – dem Kooperationswettbewerb – wird in diesem Kapitel ein konzept... more Mit dem Prinzip der Coopetition – dem Kooperationswettbewerb – wird in diesem Kapitel ein konzeptioneller Rahmen für den Einsatz von unternehmensübergreifenden Talent Pools vorgestellt. Konkret werden anhand der Prinzipien von Coopetition die Katalysatoren, Voraussetzungen und möglichen Hindernisse von interorganisationalen Talent Pools in kleinen und mittleren Unternehmen in der Hotelbranche aufgezeigt und die Chancen und Anwendungsmöglichkeiten von koopetitiven Strukturen und Prozessen im Talent Management dargelegt.

Gig work, algorithmic technologies, and the uncertain future of work.

The Future of Work: Challenges and Prospects for Organisations, Jobs, and Workers , 2023

Throughout the last decade, the so-called gig economy has emerged as a disruptive and widely deba... more Throughout the last decade, the so-called gig economy has emerged as a disruptive and widely debated trend in the world of work. In this chapter, we trace the emergence of the gig economy from its inception during the global economic crisis to the present day where gig work arrangements span several sectors and face continuing scrutiny from critics. Specifically, we focus on the important role of algorithmic technologies in controlling the activities of gig workers and the subsequent challenges and controversies arising from the use of these new digital mechanisms. Finally, we identify the key implications arising from this new form of labour for workers, organisations, and regulatory bodies. In doing so, we explore a range of ongoing efforts to develop effective solutions for the various stakeholders involved.

The unrealized value of global workers: The need for global talent management

Smart Talent Management: Managing People as Knowledge Assets, 2023

Global workers play a critical role in multinational organisations which transcend national bound... more Global workers play a critical role in multinational organisations which transcend national boundaries as part of their business routines. In this chapter, we highlight the pivotal positions that many global workers play. Specifically, we unpack the role of global workers as key boundary spanners, navigating relational, knowledge, and cultural boundaries across the organisation. The chapter also argues that the full value of global workers remains unrealised given the lack of planning and integration of these workers in terms of knowledge management processes, talent management strategies, and global mobility functions. Specifically, we point to the lack of strategic and practical oversights from corporate HR functions and how this may be impacting upon both global workers’ experiences and organisational efforts to maximise value.

Technology in human resource functions: Core systems, emerging trends and algorithmic management

Emerald Publishing, 2022

Technology continues to shape how we work and manage our workforce. Yet, the human resource (HR) ... more Technology continues to shape how we work and manage our workforce. Yet, the human resource (HR) function often lags behind other business functions when it comes to the implementation of technologies. In this chapter, we explore the core HR systems that underpin many HR practices and processes, emerging trends around the use of advanced technology, and the role of algorithmic management in elevating and shifting some of the functionality in HR. Drawing on recent scholarly publications and industry reports, we highlight particular areas of development, discuss practical implications, and identify potential avenues for future research in this evolving field. We conclude that not only organisational capabilities and resources for technology-investment in HR but also knowledge and skills of HR professionals as well as necessity to apply these technologies vary significantly between actors, firms, and industries. Thus, greater contextualisation is needed in the debate around the use and impact of technology in HR.

Talent Management Innovations in the International Hospitality Industry

This series focusses on talent management, one of the fastest growing areas of research in the ar... more This series focusses on talent management, one of the fastest growing areas of research in the areas of business and management. As a topic it bridges a number of core management areas, including HRM, Organisational Psychology, and Strategy and International Business. The series features monographs and edited collections exploring both research and practical perspectives on contemporary talent management. The main aim of the series is to provide a key outlet for scholars wishing to publish novel perspectives on talent and talent management from across disciplinary divides. It also provides an opportunity for those seeking to explore new and innovative issues and topics in this area in greater depth. The series will bring together emerging theoretical approaches with real world practitioner perspectives from across a range of subjects in this field, including (but not limited to): ⦁ Employer branding ⦁ Talent analytics ⦁ Global talent management ⦁ Talent turnover ⦁ Talent retention ⦁ Talent development ⦁ Talent and teams ⦁ Distribution of performance ⦁ Transferability of performance ⦁ Contextual performance ⦁ Performance and potential ⦁ Talent management in SMEs ⦁ Talent management in the public sector ⦁ Talent management in developing economies Contents List of Figures vii

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Introduction

Talent Management Innovations in the International Hospitality Industry, 2021

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Global talent and mobility in a decentralised multinational enterprise

Case studies in work, employment and human resource management, 2020

This case examines several key issues and challenges faced by a European-owned, building material... more This case examines several key issues and challenges faced by a European-owned, building materials sector multinational enterprise (MNE) that has grown rapidly over the past four decades based largely on an international strategy of cross-border acquisitions. The case highlights links between the business strategy and global talent management and, more particularly, the role of the corporate human resource (HR) function in the context of a company with a culture committed to delivering superior performance through a highly decentralised approach to managing international business operations. The case illustrates some of the complexity of staffing and talent management issues in developed markets and also in the emerging markets of Central and Eastern Europe (CEE) and Asia. The talent management challenges are arguably more acute in these regions due to greater cultural and institutional differences, which results in a particular demand for a distinctive type of managerial talent which can operate effectively in these culturally complex and geographically distant markets (Skuza et al., 2013).

Assessing the Degree of Human Resource Innovation: An Exploratory Analysis of Irish Hotel Corporation

Emerald Book: Electronic HRM in the Smart Era, 2019

Although a need for innovative approaches to the strategic management of human resources (HR) has... more Although a need for innovative approaches to the strategic management of human resources (HR) has been identiﬁed, many ﬁrms continue to rely solely on their HR information systems instead of adapting to the digital consumer with innovative tools and digital HR management (d-HRM). This research aims to evaluate critically the degree of digital innovation of HR practices in the Irish hotel industry. For this qualitative study, a total of 10 semi-structured interviews were conducted with key personnel at both corporate and property level HR in the two largest Irish hotel groups. Findings show an overall lack of technological innovation and most of the principal HR activities are digitalised to a very limited extent. In addition, the perception of the degree of digitalisation varies signiﬁcantly between the managers in both organisations. In order to attract digital natives and to increase their competitiveness within the sector, Irish hotel corporations will need to invest signiﬁcantly in innovation within their HR departments to capitalise on the strategic and operational advantages of d-HRM. Thus, a more strategic approach towards HR innovation is needed. This chapter operationalises the concept of HR innovation in the context of the hotel industry; it analyses the key HR activities in hotel operations with regard to the extent to which they are digitalised; and it develops a model of HR digitalisation that can be applied to the hotel and other industries. This research, therefore, contributes to the existing body of knowledge on HR innovation with a speciﬁc focus on the hotel industry.

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