Within a short time, China, Japan, and Korea have produced worldwide leading multinational enterprises (MNEs). As they expand globally, these companies face major challenges in global talent management (GTM). This article provides a comparative analysis of the major GTM challenges MNEs from these countries experience and the underlying reasons thereof. Our comparative overview reveals similarities in ethnocentric staffing, traditional headquarters-driven organizational cultures, and home-country language policies. While there are striking differences in performance appraisal, reward and compensation, and promotion and career advancement, these GTM practices of Chinese, Japanese, and Korean MNEs are converging to Western style global best practices, though at different levels. Building on and enriching the convergence debate and the distance literature, we identify organizational and country characteristics that help better understand the reasons for these similarities and differences.
|Journal||Human Resource Management Review|
|Publication status||Published - 2020 Dec|
Bibliographical noteFunding Information:
The second and third author contributed equally. The second author would like to acknowledge research funding by the Natural Science Foundation of Guangdong Province (CN) ( 2020A1515010324 ), and Key Research Projects of Universities in Guangdong Province ( 2019WZDXM01 ).
All Science Journal Classification (ASJC) codes
- Applied Psychology
- Organizational Behavior and Human Resource Management