Macro talent management theorizing: transnational perspectives of the political economy of talent formation in the Arab Middle East
Macro talent management theorizing: transnational perspectives of the political economy of talent formation in the Arab Middle East
复制标题
宏观人才管理理论：阿拉伯中东人才形成政治经济学的跨国视角
DOI：
--
复制
发表时间：
2020
期刊：
影响因子：
--
通讯作者：
F. Afiouni
中科院分区：
文献类型：
--
作者：
B. Metcalfe;Yasmeen Makarem;F. Afiouni
摘要在主导全球北方轨迹的基础上，我们批判性地探索了全球人才辩论的复杂地形。我们通过技能形成的跨国和政治经济学透镜研究人才管理（TM）的复杂性，为宏观人才管理（MTM）领域提供新的理论见解。我们提供了TM过程的宏观评估，在不同的尺度（即地方，国家和跨国），并探讨无数的合作伙伴在设计TM战略，现有的奖学金还没有充分研究。我们探讨了经济组织的复杂性，并强调，TM理论将受益于空间化的帐户，并在塑造TM的逻辑和思想，嵌入在跨国组织的地理位置的政治。我们以阿拉伯中东地区为例，强调当前宏观人才管理模式的不足，并提出一个新的全球，国家和地方的多层次模型，以反映阿拉伯中东地区以及其他发展中地区人才管理的现实。我们担心人才管理理论化植根于新自由主义伦理，很少考虑本地如何成为全球，以及全球如何在本地表达。
Abstract Challenging dominant Global North trajectories, we critically explore the complex terrain of global talent debates. We contribute new theoretical insights to the Macro Talent Management (MTM) field by examining the complexity of Talent Management (TM) through a transnational and political economy of skill formation lens. We provide a macro assessment of TM processes, at different scales (i.e. Local, National and Transnational) and explore the myriad partners in devising TM strategy that existing scholarship has not sufficiently examined. We explore the complexities of economic organization and highlight that TM theorising would benefit from spatialized accounts, and the politics of location in shaping TM logics and ideas, embedded in the geographies of transnational organizing. We take the Arab Middle East as a case in point to highlight the deficiency of current Macro Talent Management models and proffer a new multi-level model at global, national and local to reflect the dimensions of Talent Management realities in the Arab Middle East, and indeed other developing regions. We are driven by a concern that Talent Management theorization is rooted in a neoliberal ethic and rarely considers how the local becomes global, and how the global is articulated in the local.