Talent Management in the ‘New Normal’ – Case Study of Indian IT Services Multinationals in China

Thite, M; Rammal, HG; Ferreira, JJM

Talent Management in the ‘New Normal’ – Case Study of Indian IT Services Multinationals in China

Thite, M Rammal, HG Ferreira, JJM

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Publisher:: Wiley
Publication Type:: Journal Article
Citation:: Thunderbird International Business Review, 2021
Issue Date:: 2021-09-09

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Field	Value	Language
dc.contributor.author	Thite, M
dc.contributor.author	Rammal, HG
dc.contributor.author	Ferreira, JJM
dc.date.accessioned	2021-09-17T23:33:43Z
dc.date.available	2021-09-17T23:33:43Z
dc.date.issued	2021-09-09
dc.identifier.citation	Thunderbird International Business Review, 2021
dc.identifier.issn	0020-6652
dc.identifier.uri	http://hdl.handle.net/10453/150631
dc.description.abstract	Emerging market multinational corporations (MNCs) are coming under increasing scrutiny for their international performance. While the success of Indian IT multinationals in the West has been extensively researched and reported, there is a lack of research on their relative failure in China. The rise of economic nationalism and the COVID-19 pandemic pose challenges for the mobility of professionals and the global talent management (GTM) strategy of MNCs. Through in-depth interviews with senior managers from four well-known Indian IT services multinationals, this article presents an evidence-based critique of the design and implementation of their GTM strategy both inside and outside China. It focuses specifically on the quality of the IT talent pool in China, control and coordination issues, and the challenges of workforce localization.
dc.language	en
dc.publisher	Wiley
dc.relation.ispartof	Thunderbird International Business Review
dc.rights	info:eu-repo/semantics/openAccess
dc.subject	1503 Business and Management
dc.subject.classification	Business & Management
dc.title	Talent Management in the ‘New Normal’ – Case Study of Indian IT Services Multinationals in China
dc.type	Journal Article
utslib.for	1503 Business and Management
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access	*
pubs.consider-herdc	true
dc.date.updated	2021-09-17T23:33:42Z
pubs.publication-status	Accepted

Abstract:

Emerging market multinational corporations (MNCs) are coming under increasing scrutiny for their international performance. While the success of Indian IT multinationals in the West has been extensively researched and reported, there is a lack of research on their relative failure in China. The rise of economic nationalism and the COVID-19 pandemic pose challenges for the mobility of professionals and the global talent management (GTM) strategy of MNCs. Through in-depth interviews with senior managers from four well-known Indian IT services multinationals, this article presents an evidence-based critique of the design and implementation of their GTM strategy both inside and outside China. It focuses specifically on the quality of the IT talent pool in China, control and coordination issues, and the challenges of workforce localization.

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http://hdl.handle.net/10453/150631