External knowledge and performance of offshore IT service providers in India : the mediating role of talent management

The global shortage of IT professionals has been identified as one of the most serious threats against the continued growth of offshore IT service providers (OSPs). As a result, talent management has become a key competitive strategy for OSPs. However, how talent management contributes towards the performance of OSPs remains poorly understood in relation to its interaction with knowledge. To examine this issue, we draw on a sample of 68 OSPs in India to test the effects of talent management and external knowledge on performance. The results confirm that both external knowledge and talent management are positively related to firm performance and that the latter has strong mediating effects on the relationship between external knowledge and firm performance. The results suggest that OSPs should consider talent management as a mechanism through which knowledge resources can be exploited to enhance firm performance. The managerial implications and limitations of the findings are also discussed.

Keeping talents for advancing service firms in Asia

Purpose – Skill shortages worldwide have intensified the need for talent management. Few papers examine the pattern of human resource (HR) and talent management practices that help retain competent employees among service multinational companies (MNCs) in Asia. The purpose of this paper is to map out a number of HR practices used by service companies and to examine the effect of talent retention as perceived by MNC managers on service delivery capacity and business growth.

Design/methodology/approach – A survey data of 281 service MNCs in six Asian countries (namely Indonesia, Malaysia, Philippines, Singapore, Taiwan, and Thailand) are used to compare country and sectoral differences. Standard multiple regression analysis is conducted to test the link between HR practices, employee retention, and service firm performance.

Findings – The results confirm that there are statistically significant linkages between HR practices, talent retention and firm performance. In particular, various skill training and development programs are seen to be significantly associated with capacity to deliver quality service and on firm growth as perceived by managers surveyed. Informal recruitment methods that are used more by Asian-bred firms have contributed to better retention rates. Not all formalised HR practices lead to talent retention; and the degree to which HR is perceived to have impacted on firm performance varies.

Research limitations/implications – The paper focuses on examining the perceptual impacts of human resource management (HRM) practices on firm performance, rather than actual HRM impacts. The interpretation of results should be taken with caution.

Originality/value – Talent management is influenced by country specific variables. This paper shows how important it is for service firms to focus on strategic selection of both formal and informal HR practices in order to deliver high quality service and to drive service firm growth.

Managing Indian IT professionals for global competitiveness: the role of human resource practices in developing knowledge and learning capabilities for innovation

Little is known about how human resource practices contribute towards the competitiveness of people based-knowledge intensive organisations in developing countries. This paper examines the role of human resource practices in developing knowledge and learning capabilities for innovation in the Indian information technology services sector. The study draws from the experience of a sample of 11 of the largest information technology service providers (ITSPs) in India and is based on in-depth interviews. The main finding suggests that the talent management architecture of ITSPs that comprises human resource practices and the development of knowledge and learning capabilities is the main drivers of innovation. A conceptual framework showing the link between human resource practices, knowledge and learning capabilities and innovation of ITSPs is developed followed by the limitations of the study and avenues for future research.

Talent identification and risk management at AFL clubs : 'We'll only recruit public school boys in the future'

This paper will report on a research project funded by the Australian Football League (AFL).The research mobilises Foucault's later work on the care of the Self to focus on the ways in which player identities are regulated; and the manner in which players conduct themselves in ways that can be characterised as professional - or not.

The paper explores the forms of risk management that Clubs use in the processes of talent identification that they engage in as a consequence of AFL rules. The paper discusses how psychological profiling is used to identify character traits prior to initial recruitment in the draft or trading processes - and reports on suggestions that risk management in this increasingly commerciaIised context may lead to recruitment practices that exclude certain types of persons. from
certain types of backgrounds.

Does the 'war for talent' exist for Australian multinational corporations in China?

This paper reports on skills shortages, recruitment and retention issues that Australian multinational corporations (MNCs) based in China face when staffing their foreign operations, with both managerial and non-managerial staff. A qualitative research methodology was used, investigating 20 organisations as case studies. It was found that Australian MNCs experienced a 'war for talent' in their Chinese operations. This meant that it was difficult for them to find and retain skilled staff. For managerial positions, Australian MNCs used an ethnocentric staffing model; however, they had issues recruiting willing expatriate managerial staff for China. It is recommended that Australian MNCs implement enhanced talen-management programs to recruit and retain the skills and talent they need for the Chinese market.

Human and social capital and environmental management in small firms: a developing country perspective

We examine the important roles of two forms of capital—human andsocial—in the accumulation of critical resources that enable firms to adopt soundenvironmental management practices which contribute to better firm performance.Drawing on human and social capital theories and the resource-based view of the firm,we tested this proposition using data from a survey of 141 small manufacturing firmsdrawn from a survey of business enterprises in a metropolitan city in the southernregion of the Philippines. The results of our analysis using structural equationmodelling-partial least square approach show that both human capital such as age,experience and education of managers of the firm and social capital such as externalmanagerial ties and networks have significant and positive contribution to the environmentalmanagement resources of firms although the effects vary in magnitude. Theaccumulation of environmental management resources not only is positively linked tothe adoption by firms of pro-environment practices but also fully mediates the effects ofthe two types of capital on the adoption of such practices. Pro-environment practicesare positively linked to better performance outcomes. The findings underscore the needto account for the intangible and more tacit forms of capital such as managerial talent,knowledge, skills and social ties and networks in the wider debate on how smallmanufacturing firms in developing countries can address the pressing need to integrateenvironmental sustainability in business.