Abstract
Where do high-impact human resources management (HRM) practices thrive, and
how do they make a difference in environments with limited institutional support?
This study delves into the realm of talent management (TM) in Turkey, where
institutional coverage is incomplete and unstable. Drawing on survey data, we
explore the conditions under which TM succeeds, supplementing previous research
on internal networks by examining the impact of external networks that encompass
the entire firm. We find that when firms have closer ties with customers, suppliers,
and competitors (and hence, the basis for formal network tie building), TM is more
prevalent and more likely to be successful. While conventional wisdom in
comparative institutional literature suggests that such dense ties might be less
effective in emerging markets due to the absence of advanced complementarities
found in mature economies, our study challenges these assumptions. In the eyes of
managers, TM is not merely a tool to overcome disadvantages; it is perceived as a
source of opportunities. This prompts a critical question: What specific advantages
does the emerging economy system confer on firms embracing TM? Our study
seeks to unravel these dynamics and contribute to a deeper understanding of the
interplay between institutional contexts and TM.
how do they make a difference in environments with limited institutional support?
This study delves into the realm of talent management (TM) in Turkey, where
institutional coverage is incomplete and unstable. Drawing on survey data, we
explore the conditions under which TM succeeds, supplementing previous research
on internal networks by examining the impact of external networks that encompass
the entire firm. We find that when firms have closer ties with customers, suppliers,
and competitors (and hence, the basis for formal network tie building), TM is more
prevalent and more likely to be successful. While conventional wisdom in
comparative institutional literature suggests that such dense ties might be less
effective in emerging markets due to the absence of advanced complementarities
found in mature economies, our study challenges these assumptions. In the eyes of
managers, TM is not merely a tool to overcome disadvantages; it is perceived as a
source of opportunities. This prompts a critical question: What specific advantages
does the emerging economy system confer on firms embracing TM? Our study
seeks to unravel these dynamics and contribute to a deeper understanding of the
interplay between institutional contexts and TM.
| Original language | English |
|---|---|
| Number of pages | 33 |
| Journal | Human Relations |
| Publication status | Accepted/In press - 15 Feb 2024 |
Bibliographical note
© The Author(s) 2024Keywords
- complementarity, emerging markets, talent management, Turkey, uncertainty