تفسیر شرکتهای چندملیتی از استراتژی مدیریت استعداد شرکت های بزرگ به شرکت های تابعه در اقتصادهای در حال  توسعه  MNE translation of corporate talent management strategies to subsidiaries in emerging economies

1. Introduction Emerging economies are increasingly vital to the sustainability of multinational enterprises (MNEs) doing business in those countries (Harvey et al., 2000). Effective talent management of employees, and particularly of knowledge workers and managersis of strategic significance for these organizations (Tymon et al., 2010; Uen et al., 2012). Talent management research, however, has been limited by a North American focus and thus needs to be studied through the lens of different environments (Collings et al., 2011; Thunnissen et al., 2013). This is especially true in emerging economies (Vaiman et al., 2012) where talent management and retention are particularly crucial (Tymon et al., 2010; Vaiman et al., 2012). This study argues that effective translation of corporate talent management (CTM) strategy within MNEs requires efficient adaptation of CTM strategies to local conditions. Acquiring suitable talent, developing that talent into local management capability (Collings et al., 2007; Farndale et al., 2010), and better recognizing local knowledge and factors (Tymon et al., 2010; Vaiman et al., 2012) are likely to be important elements of talent management strategies for MNEs expanding into emerging economies. Even after the global financial crisis of 2008–9 (Sparrow et al., 2013), organizations continue to face severe difficulties recruiting and retaining the talent to support global business (Scullion et al., 2008). This challenge is most critical for young professionals and new managers in emerging economies, as there are insufficient qualified candidates to meet the demand for talent during economic expansion, corporate growth, and periods of moderate to low unemployment(Tymon et al., 2010). Atthe same time,these regions present different institutional structures that need to be considered when developing CTM strategies (Sidani and Al Ariss, 2014; Sun et al., 2015).