Global talent management and inpatriate social capital building: a status inconsistency perspective

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dc.citation.epage1012en_US
dc.citation.issueNumber9en_US
dc.citation.spage991en_US
dc.citation.volumeNumber27en_US
dc.contributor.authorMoeller, M.en_US
dc.contributor.authorMaley, J.en_US
dc.contributor.authorHarvey, M.en_US
dc.contributor.authorKiessling, T.en_US
dc.date.accessioned2018-04-12T10:46:07Z
dc.date.available2018-04-12T10:46:07Z
dc.date.issued2016en_US
dc.departmentDepartment of Managementen_US
dc.description.abstractDistinct to expatriate managers at the subsidiary-level, inpatriate managers' influence at the headquarter (HQ)-level is controlled by the extent to which an inpatriate manager is able to ‘win’ status from HQ personnel. The primary goal of the paper is to conceptualize how organizational support, in the form of global talent management (GTM) practices, can alleviate inpatriates' difficulties in building social capital at HQ. Building social capital at HQ is vital for inpatriates to attain status in order to build the inter-unit social capital that enables them to pursue their boundary-spanning role across HQs and subsidiaries. Status inconsistency theory is put forward to recognize the personal, professional and structural incongruence of events and activities at HQ carried out with respect to inpatriates. We argue that inpatriate managers become empowered at HQ only when social capital is accumulated whereby social capital is driven by an acknowledgment of inpatriates as a legitimate staffing option. The relationship between GTM practices and social capital building needs to be managed properly by inpatriates themselves as well as by the organization. A future research agenda helping to build social capital of inpatriates through GTM infrastructure is discussed and propositions are offered throughout.en_US
dc.description.provenanceMade available in DSpace on 2018-04-12T10:46:07Z (GMT). No. of bitstreams: 1 bilkent-research-paper.pdf: 179475 bytes, checksum: ea0bedeb05ac9ccfb983c327e155f0c2 (MD5) Previous issue date: 2016en
dc.identifier.doi10.1080/09585192.2015.1052086en_US
dc.identifier.issn0958-5192
dc.identifier.urihttp://hdl.handle.net/11693/36619
dc.language.isoEnglishen_US
dc.publisherRoutledgeen_US
dc.relation.isversionofhttp://dx.doi.org/10.1080/09585192.2015.1052086en_US
dc.source.titleInternational Journal of Human Resource Managementen_US
dc.subjectGlobal organizationen_US
dc.subjectGlobal talent managementen_US
dc.subjectInpatriationen_US
dc.subjectSocial capitalen_US
dc.subjectStatus inconsistencyen_US
dc.titleGlobal talent management and inpatriate social capital building: a status inconsistency perspectiveen_US
dc.typeArticleen_US

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