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Can Talent Management Practices Be Considered as a Basis for Sustainable Competitive Advantages in Emerging‐Market Firms? Evidence from Russia
Author(s) -
Latukha Marina O.
Publication year - 2016
Publication title -
thunderbird international business review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.553
H-Index - 37
eISSN - 1520-6874
pISSN - 1096-4762
DOI - 10.1002/tie.21778
Subject(s) - emerging markets , context (archaeology) , competitive advantage , business , phenomenon , talent management , industrial organization , marketing , finance , paleontology , physics , quantum mechanics , biology
This study aims to prove the influence of talent management ( TM ) practices on competitive advantage ( CA ) in internationalized Russian firms. As a phenomenon, TM is rather new and controversial in the emerging‐market context, and despite the amount of research devoted to TM practices, there is little said about how TM influences CA in emerging‐market firms. This study explores the peculiarities of TM practices in Russian companies and empirically proves a positive relationship between TM practices and CA in the emerging‐market context. The article identifies a number of specific TM practices that influence CA . We argue that succession planning and career development have the greatest impact on CA in Russian firms. © 2016 Wiley Periodicals, Inc .