Increasing globalisation offers a wide range of opportunities for businesses operating in an international market, and managers are required more than ever before to work with individuals from different countries (Sparrow et al., 2004). However, in order to manage effectively across national borders and to prevent misunderstandings or conflicts, it is imperative for international managers to understand the complex differences between countries and their implications for business. Against this background, it is particularly worthwhile to scrutinise existing research concerned with the current challenges faced by multinational corporations (MNCs) more closely. Accordingly, the aim of the present essay is to critically evaluate the research paper “Managing talent across national borders: the challenges faced by an international retail group” by Mehdi Boussebaa and Glenn Morgan (2008) and to provide implications for theory and practice in cross-cultural management.
First of all, to set the stage for the article analysis, a brief overview of the paper will be provided. Subsequently, theoretical frameworks used in the article will be presented and evaluated. This is followed by a critical evaluation of the appropriateness of the chosen study design and methodology for the research questions posed by the authors. Further, the findings and conclusions of the undertaken study will be outlined and discussed, and afterwards, based on the critical analysis of the paper in the previous sections, the implications for individuals involved in cross-cultural management will be presented. Finally, the essay will conclude that the reviewed research paper, despite some flaws, is an interesting piece of work that makes a contribution to the existing research on international management.
Inhaltsverzeichnis (Table of Contents)
- Introduction
- Research Paper Introduction
- Theory and Literature
- Research Approach
- Researchers' Findings and Conclusions
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This essay critically evaluates the research paper "Managing talent across national borders: the challenges faced by an international retail group" by Mehdi Boussebaa and Glenn Morgan (2008). It aims to assess the study's methodology, findings, and implications for cross-cultural management theory and practice. The evaluation analyzes the theoretical frameworks employed, the chosen research design, and the conclusions drawn. The essay focuses on the challenges faced by multinational corporations (MNCs) in implementing transnational talent management (TM) frameworks across national borders.
- The impact of national institutional environments on TM frameworks
- The persistence of national differences in management practices
- The challenges of implementing transnational management practices
- The role of cross-cultural communication in international management
- The limitations of mainstream international management literature in understanding cross-cultural differences
Zusammenfassung der Kapitel (Chapter Summaries)
The introduction sets the context for the critical evaluation by discussing the growing importance of understanding cross-cultural differences in the globalized business environment. The essay then provides an overview of the research paper, outlining its objectives, methodology, and key findings. The second chapter examines the research paper's introduction and its focus on the challenges of establishing a common TM framework between a British-French retail group.
The third chapter delves into the theoretical frameworks employed in the study, particularly emphasizing the contrasting perspectives of mainstream international management literature and comparative institutionalism. It explores the authors' arguments concerning the persistence of national differences and the limitations of convergence theories in management practices.
The fourth chapter evaluates the research approach adopted by Boussebaa and Morgan, focusing on their use of a comparative institutionalist framework and a qualitative case study design. The essay examines the suitability of the chosen methods for the research questions and explores potential limitations, such as the lack of generalizability due to the single-case study approach.
The fifth chapter presents the key findings of the study, highlighting the significant differences between French and British managers' perceptions of TM due to contrasting institutional frameworks for education and development. The authors conclude that these differences contribute to the difficulties encountered in implementing transnational management systems.
Schlüsselwörter (Keywords)
This paper focuses on the complexities of cross-cultural management, particularly in the context of transnational talent management. Key terms and concepts include national institutional environments, comparative institutionalism, cross-cultural communication, international management, talent management frameworks, headquarters-subsidiary relationships, and the challenges of implementing transnational management practices.
- Quote paper
- Anna Jung (Author), 2014, Critical Evaluation of the Article “Managing Talent across National Borders: The Challenges Faced by an International Retail Group” by Mehdi Boussebaa and Glenn Morgan, Munich, GRIN Verlag, https://www.grin.com/document/275396
