This Handbook presents a comprehensive and contemporary compendium of the field of cross-cultural management (CCM). In recognition of current trends regarding migration, political ethnocentrisms and increasing nationalism, the chapters in this volume not only cover the traditional domains of CCM such as expatriation, global (virtual) teamwork and leadership, but also examine emerging topics such as bi/multi-culturalism, migration, religion and more, all considered from a global perspective. The result is a Handbook that acknowledges and builds on a variety of research traditions (from mainstream to critical), updates existing knowledge in relation to current challenges, and sets the direction for future research and developments, making this an invaluable resource for researchers in the field, and across related areas of international business, management, and intercultural relations. Part 1: Multiple Research Paradigms for the Study of Culture; Part 2: Research Methods in Cross-Cultural Management; Part 3: Cross-Cultural Management and Intersecting Fields of Study; Part 4: Individuals and Teams in Cross-Cultural Management; Part 5: Global mobility and Cross-Cultural Management; Part 6: Developing Intercultural Competence.

Global Talent Management

Global talent management
Hugh Scullion Martin Mullholland Monica Zaharie

Research suggests that over the past decade and a half interest in global talent management has increased considerably for many organizations in different parts of the world (Sparrow et al., 2014; Collings et al., 2017). The talent agenda is increasingly driven by international dimensions (Scullion et al., 2010; Björkman et al., 2017) and organizations are increasingly recognizing the need to meet the challenges of managing talent effectively at the global level in order to deliver on their strategic agendas (Collings et al., 2017; McDonnell et al., 2017). A recent study identified managing talent as one of the most significant challenges facing ...

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