Tensions in talent: A micro practice perspective on the implementation of high potential talent development programs in multinational corporations
| dc.contributor.author | Garavan, Thomas N. | en |
| dc.contributor.author | Morley, Michael J. | en |
| dc.contributor.author | Cross, Christine | en |
| dc.contributor.author | Carbery, Ronan | en |
| dc.contributor.author | Darcy, Colette | en |
| dc.date.accessioned | 2024-07-25T10:21:40Z | |
| dc.date.available | 2024-07-25T10:21:40Z | |
| dc.date.issued | 2020-11-02 | en |
| dc.description.abstract | Drawing on the utility of paradox theory and adopting a micro-practice perspective, we explore the implementation of high potential talent development (HiPo) programs in multinational corporations (MNCs). In doing so we take an emergent approach to implementation and seek to cast light on some of the day-to-day tensions that arise, along with key responses that salient actors appear to make when navigating these paradoxes. Through an inductive, mixed method study involving nine MNCs, we found that, over time, actors construed three particular sets of performance paradoxes relating to variations in their goals, in their beliefs, and in their roles in the particular HiPo programs in focus. We also found that these actors responded to the tensions experienced using an assortment of both defensive and proactive actions. Finally, we uncovered that both the tensions and responses in play vary with the implementation phase of the HiPo program. We highlight some key practice implications that arise from our work, acknowledge attendant limitations and identify possible directions for future research. | en |
| dc.description.status | Peer reviewed | en |
| dc.description.version | Accepted Version | en |
| dc.format.mimetype | application/pdf | en |
| dc.identifier.citation | Garavan, T.N., Morley, M.J., Cross, C., Carbery, R. and Darcy, C. (2021) ‘Tensions in talent: A micro practice perspective on the implementation of high potential talent development programs in multinational corporations’, Human Resource Management, 60(2), pp. 273–293. Available at: https://doi.org/10.1002/hrm.22048. | en |
| dc.identifier.doi | https://doi.org/10.1002/hrm.22048 | en |
| dc.identifier.endpage | 293 | en |
| dc.identifier.issn | 0090-4848 | en |
| dc.identifier.issn | 1099-050X | en |
| dc.identifier.issued | 2 | en |
| dc.identifier.journaltitle | Human Resource Management | en |
| dc.identifier.startpage | 273 | en |
| dc.identifier.uri | https://hdl.handle.net/10468/16152 | |
| dc.identifier.volume | 60 | en |
| dc.language.iso | en | en |
| dc.publisher | Wiley | en |
| dc.relation.ispartof | Human Resource Management | en |
| dc.rights | © 2020 Wiley Periodicals LLC. This is the pre-peer reviewed version of the following article: Garavan TN, Morley MJ, Cross C, Carbery R, Darcy C. (2021) Tensions in talent: A micro practice perspective on the implementation of high potential talent development programs in multinational corporations. Hum Resour Manage. 60: 273–293, which has been published in final form at https://doi.org/10.1002/hrm.22048 This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions. | en |
| dc.subject | High potential programs | en |
| dc.subject | Multinational corporations | en |
| dc.subject | Paradox | en |
| dc.subject | Practice perspective | en |
| dc.subject | Talent management | en |
| dc.title | Tensions in talent: A micro practice perspective on the implementation of high potential talent development programs in multinational corporations | en |
| dc.type | Article (peer-reviewed) | en |
| oaire.citation.issue | 2 | en |
| oaire.citation.volume | 60 | en |
