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Lookup NU author(s): Dr Susan Kirk
This is the authors' accepted manuscript of an article that has been published in its final definitive form by John Wiley & Sons, Inc., 2018.
For re-use rights please refer to the publisher's terms and conditions.
© 2017 Wiley Periodicals, Inc.Businesses operating in emerging markets invariably require their talent to be geographically mobile, but organizational and individual needs do not always coincide. Drawing on framing theory, we demonstrate how organizational talent engage in framing processes to negotiate their social order when organizational mobility requirements are invoked. Emerging from this study is a typology of four talent mobility frame positions: acceptance, adaptation, avoidance, and abdication. Our contribution is threefold. First, we illustrate the role that framing plays in global talent management mobility practices. Second, we extend contemporary studies on global talent mobility by demonstrating how individual choices are enacted through frame positions. Third, we show how having a flexible approach to managing global talent can facilitate not only the management of existing operations, but also enable expansion into new and emerging markets © 2017 Wiley Periodicals, Inc.
Author(s): Tansley C, Kirk S
Publication type: Article
Publication status: Published
Journal: Thunderbird International Business Review
Print publication date: 01/01/2018
Online publication date: 10/03/2017
Acceptance date: 02/04/2016
Date deposited: 31/01/2019
ISSN (print): 1096-4762
ISSN (electronic): 1520-6874
Publisher: John Wiley & Sons, Inc.
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