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Talent Management in Egalitarian Cultures: Scandinavian Managers in Singapore

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Managing Talent

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Abstract

This chapter explores perceptions of global talent management (GTM) among senior managers working for subsidiaries of Scandinavian multinational enterprises in South East Asia. The talent literature sees limited empirical evidence exploring how talent management is operationalised and implemented. There is a lack of understanding for how policies and programmes are perceived and applied by practitioners at all levels within MNEs. Empirical data on the use of GTM programmes at subsidiary level and how these programmes are de facto implemented in an Asean context through the local HQ in Singapore are discussed. The chapter sheds light on the main challenges that face talent practitioners and provides specific insights into the experiences, perceptions, and beliefs that subsidiary managers have of these relatively new corporate initiatives.

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Author information

Authors and Affiliations

  1. Department of Business Development and Technology, Aarhus University, Herning, Denmark

    Torben Andersen

  2. Auckland University of Technology, Auckland, New Zealand

    Stefan Quifors

Authors
  1. Torben Andersen
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  2. Stefan Quifors
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Correspondence to Torben Andersen .

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Editors and Affiliations

  1. Talent Lab, Zealand Institute of Business and Technology, Slagelse, Denmark

    Billy Adamsen

  2. Huddersfield Business School, University of Huddersfield, Huddersfield, UK

    Stephen Swailes

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Andersen, T., Quifors, S. (2019). Talent Management in Egalitarian Cultures: Scandinavian Managers in Singapore. In: Adamsen, B., Swailes, S. (eds) Managing Talent. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-95201-7_6

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