An empirical study of the influence of culture on talent acquisition and relationship with organisational global ambitions in Indian organisations
MetadataShow full item record
Work organisations around the world are experiencing transformations in a range of people management practices when encountering intercultural forces of the global market based economy. In particular, the process of talent acquisition, which is recognised as a critical component of competitive advantage, has shifted significantly from traditional arrangements. Contemporary Indian organisations are not immune from globalisation influences and many have adopted a hybridisation perspective that blends with international management knowledge and historical indigenous nuances. The extent of hybridisation in 72 Indian organisations was investigated with a pluralist study design. Results of the quantitative analyses, that demonstrated national culture influenced the relationships between talent acquisition and dimensions of corporate global ambition, were confirmed with qualitative assessments. Implications and consequences are outlined.
Showing items related by title, author, creator and subject.
Impact of downsizing, restructuring and knowledge sharing on retention of knowledge in organisations : implications for organisational effectivenessSitlington, Helen (2008)This research considers the organisational factors and processes that impact on knowledge retention and subsequent perceptions of organisational effectiveness during downsizing/restructuring events. By exploring these ...
Organisational factors enhancing the use of information technology for knowledge management: a study in Malaysian listed organisationsAman, Fadhilah (2010)Managing knowledge appears to be key in improving organisations’ competencies in the face of global competition. In the case of Malaysian organisations, extant studies revealed a disparity between perceived importance of ...
When 'trust in top management' matters to organisational performance and effectiveness: the impact of senior manager role-modelling and group cohesivenessEng, Ngiang Jiang (2010)While ‘trust in top management’ matters to organisational performance and effectiveness, low trust in top management remains an issue in many organisations despite their efforts in building trust. The persistence of such ...