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Inpatriate managers: Are they being effectively utilized as global talent?
Author(s) -
Maley Jane,
Moeller Miriam
Publication year - 2017
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.21913
Subject(s) - expatriate , multinational corporation , talent management , business , extant taxon , corporation , value (mathematics) , marketing , face (sociological concept) , investment (military) , set (abstract data type) , knowledge management , public relations , finance , sociology , political science , computer science , social science , evolutionary biology , machine learning , politics , law , biology , programming language
This study questions the return on investment of inpatriate talent. The fundamental rationale of this qualitative study is the need to more consciously manage the talent found in an increasingly diverse global talent pool. As part of this pool, an inpatriate is positioned to add operational value at headquarters, yet face a tremendously different set of hurdles compared to their more traditional counterpart, the expatriate. In light of the differences in characteristics and obstacles faced, we challenge extant literature on the appropriateness of existing talent practices for inpatriate talent. We question whether more conscious choices in management practices can bring greater mutual benefits to the inpatriate and multinational corporation.