Browsing by Author "Collings, David G."

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    A skills-matching perspective on talent management: developing strategic agility
    (Wiley, 2023-08-23) Jooss, Stefan; Collings, David G.; McMackin, John; Dickmann, Michael
    Despite two decades of evolution as an area of research and practice, talent management faces ongoing criticism for being overly static in its approach, offering little in terms of enabling strategic agility. This is problematic as organizations increasingly rely on strategic agility to manage their dynamic business operations. Drawing on matching theory and adopting an agility lens, we explore the link between talent management and strategic agility. Through a qualitative research design, encompassing 34 interviews in 15 organizations, we explicate a skills-matching perspective on talent management, including initial and dynamic skills-matching in external and internal labor markets. Through this process, organizations can build a set of dynamic capabilities, underlying two meta-capabilities, strategic sensitivity and resource fluidity, which enable strategic agility. In doing so, we portray skills-matching as an illustration of a processual view on talent management and create a model of developing strategic agility through skills-matching, responsive to external and internal demands.
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    Understanding and supporting the career implications of international assignments
    (Elsevier Science B.V., Amsterdam, 2011-06-30T00:00:00Z) Collings, David G.; Doherty, Noeleen; Luethy, Madeleine; Osborn, Derek
    International assignments represent an important form of migration in the global economy. In contrast to most other migrants, international assignees enjoy a relatively privileged, position in the labor market. Authored by a diverse team of academics and practitioners, this paper draws on insights from empirical research and unpublished examples from practice to explore how international assignees can be supported before, during and after the international assignment. We move beyond the traditional expatriate cycle as a frame of reference, arguing that many of the challenges from the individual perspective are continuous, often pertinent well before and well after the assignment. We call for a reframing of career support for international assignees to reflect the reality of the experience. We propose that future studies of the impact of international assignments on career use more sophisticated methods including longitudinal studies of career trajectories and experiences of support practices. (138) (C) 2011 Elsevier Inc. All rights reserved.