Global Talentship: Toward a Decision Science Connecting Talent to Global Strategic Success

John Boudreau, Peter Ramstad, Peter Dowling

    Research output: A Conference proceeding or a Chapter in BookChapter

    12 Citations (Scopus)

    Abstract


    It is widely accepted that global competitive advantage frequently requires managing such complex situations where traditional organization and job structures are simply insufficient. Increasingly, in order to create a flexible and integrated set of decisions that balance local flexibility with global efficiency, organizations must rely on more social, informal and matrix-based shared visions among managers and employees. Research on global strategic advantage, global organizational structures and even shared mindsets has suggested that dimensions of culture, product and function provide a valuable organizing framework. However, typical decisions about organization structure, HRM practices and talent often remain framed at such a high level as to preclude their solution. We maintain that there is often no logical answer to such questions as, “Should the sales force be local or global?” or “Should product authority rest with the countries or the corporate center?” However, we propose that embedding business processes or value chains within a Culture and Product matrix provides the necessary analytic detail to reveal otherwise elusive solutions. Moreover, by linking this global process matrix to a model that bridges strategy and talent, it is possible to identify global “pivotal talent pools,” and to target organizational and human resource investments toward those talent areas that have the greatest impact on strategic advantage. We demonstrate the Value-Chain, Culture and Product (VCCP) matrix using several examples, and discuss future research and practical implications, particularly for leadership and leadership development.
    Original languageEnglish
    Title of host publicationAdvances in Global Leadership
    EditorsWilliam H Mobley, Peter W Dorfman
    Place of PublicationUnited Kingdom
    PublisherEmerald Group Publishing Ltd.
    Pages63-99
    Number of pages37
    Volume3
    ISBN (Electronic)978-1-84950-146-0
    ISBN (Print)0762308664
    Publication statusPublished - 2003

    Fingerprint

    Decision science
    Value chain
    Strategic advantage
    Integrated
    Sales force
    Authority
    HRM practices
    Mindset
    Employees
    Logic
    Business process
    Business value
    Shared vision
    Organization structure
    Human resources
    Organizational structure
    Organizing
    Leadership development
    Managers
    Organizational resources

    Cite this

    Boudreau, J., Ramstad, P., & Dowling, P. (2003). Global Talentship: Toward a Decision Science Connecting Talent to Global Strategic Success. In W. H. Mobley, & P. W. Dorfman (Eds.), Advances in Global Leadership (Vol. 3, pp. 63-99). United Kingdom: Emerald Group Publishing Ltd..
    Boudreau, John ; Ramstad, Peter ; Dowling, Peter. / Global Talentship: Toward a Decision Science Connecting Talent to Global Strategic Success. Advances in Global Leadership. editor / William H Mobley ; Peter W Dorfman. Vol. 3 United Kingdom : Emerald Group Publishing Ltd., 2003. pp. 63-99
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    Boudreau, J, Ramstad, P & Dowling, P 2003, Global Talentship: Toward a Decision Science Connecting Talent to Global Strategic Success. in WH Mobley & PW Dorfman (eds), Advances in Global Leadership. vol. 3, Emerald Group Publishing Ltd., United Kingdom, pp. 63-99.

    Global Talentship: Toward a Decision Science Connecting Talent to Global Strategic Success. / Boudreau, John; Ramstad, Peter; Dowling, Peter.

    Advances in Global Leadership. ed. / William H Mobley; Peter W Dorfman. Vol. 3 United Kingdom : Emerald Group Publishing Ltd., 2003. p. 63-99.

    Research output: A Conference proceeding or a Chapter in BookChapter

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    AB - It is widely accepted that global competitive advantage frequently requires managing such complex situations where traditional organization and job structures are simply insufficient. Increasingly, in order to create a flexible and integrated set of decisions that balance local flexibility with global efficiency, organizations must rely on more social, informal and matrix-based shared visions among managers and employees. Research on global strategic advantage, global organizational structures and even shared mindsets has suggested that dimensions of culture, product and function provide a valuable organizing framework. However, typical decisions about organization structure, HRM practices and talent often remain framed at such a high level as to preclude their solution. We maintain that there is often no logical answer to such questions as, “Should the sales force be local or global?” or “Should product authority rest with the countries or the corporate center?” However, we propose that embedding business processes or value chains within a Culture and Product matrix provides the necessary analytic detail to reveal otherwise elusive solutions. Moreover, by linking this global process matrix to a model that bridges strategy and talent, it is possible to identify global “pivotal talent pools,” and to target organizational and human resource investments toward those talent areas that have the greatest impact on strategic advantage. We demonstrate the Value-Chain, Culture and Product (VCCP) matrix using several examples, and discuss future research and practical implications, particularly for leadership and leadership development.

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    Boudreau J, Ramstad P, Dowling P. Global Talentship: Toward a Decision Science Connecting Talent to Global Strategic Success. In Mobley WH, Dorfman PW, editors, Advances in Global Leadership. Vol. 3. United Kingdom: Emerald Group Publishing Ltd. 2003. p. 63-99