Article Review

Topic: Managing talent in emerging economy multinationals: integrating strategic management and human resource management
Author: Klaus E. Meyer & Katherine R. Xin
Audience: Emerging Economy Multinational Enterprises (EMNEs) Managers
In the article, ‘Managing talent in emerging economy multinationals: integrating strategic management and human resource management,’ Meyer and Katherine, discusses the issue of emerging economy multinational enterprises extensively. In the article, Meyer and Katherine argue that EMNEs are facing the challenge of creating a sustainable connection between strategic ambitions and HRs. Such multinational corporations usually have little experience as far as the strategic implementation of their business in the international arena is concerned. Their first approach to provide a solution to this problem is to identify and recruit individuals who will be assigned global responsibilities. Such a method also requires the multinational to develop talent-oriented leaders that will take the leadership mantle of the company shortly.
The article focuses HRs perspective, talent-oriented leadership in foreign subsidiaries, institutional perspective, organizational learning perspectives, anthropology, and social psychological perspectives. According to the report, an EMNE usually uses strategies such as acquisition to ascertain competitive advantage in the overseas market. The idea is to take advantage of the brands and technology in the foreign company to strengthen the parent company. HR managers can take advantage of the impact of globalization to improve HR practices. An international manager can run several errands across the world by using current communication technology such as real-time information systems.
The authors of this article conclude that an all-encompassing discourse between HRM scholarship and strategic management is essential for us to have a comprehensive understanding of how EMNEs can be implemented successfully. The author notes that there is little knowledge about how to overcome challenges faces the implementation process of EMNEs. As pointed out by the authors, there is a need to attract, retain or even develop qualified and talented individuals to secure the future life of the EMNE.
The author of this article articulates the aspect of EMNEs and how they can manage talent in the long run. The article’s theme or thesis statement, ‘to describe the strategic approaches used to manage talent in emerging economy multinationals.’ The report sought to explain the process of integrating human resource management and strategic management. To achieve this goal, Meyer and Katherine divide the material into subsections where each sub-section is analyzed comprehensively. The author utilizes and acknowledges the works of other scholars who research the same topic.
The structure of the article adheres to scientific and academic requirements and regulation. The section starts with an introductory statement which provides a brief explanation of the topic under discussion. The paper proceeds to give a thesis statement to prepare the reader. The thesis is comprehensive and dissects the primary objective of the document into two; HRM perspective and strategic management. The author proceeds to provide more information about MNEs through the utilization of various empirical sources and research questions related to practices and challenges faced by EMNEs.
The article is premised on the idea of talent acquisition, management and retaining especially in the emerging economy multinational. The author manages to illuminate the existing HR gaps in EMNEs. According to the article, the capacity of EMNE to adequately operate both parent company and subsidiary companies requires substantial experience. HRM systems are not internationally integrating aggravating the issue of talent acquisition. To provide a viable solution to this problem, the author used the inductive methodology. Indicative evidence, inclusive of empirical observations made it possible to generate answers to the research questions. Besides, the author engaged various EMNEs executive and expatriates who possessed significant experience related to the topic under study.
Upon reading the article, it is clear that the author utilized the scientific method to back up the argument. The utilization of empirical observations and scholarly sources legitimizes and further makes the article more genuine and reliable. The information provided in this article is therefore relevant for international HR managers, ENMEs and other relevant agencies. Another aspect that makes this work strong is the use of interviews to obtain information. The author mentioned that several executive EMNE leaders were engaged where serious discussions were conducted. Ideally, those were individuals who had vital information regarding the challenges faced by emerging multinationals while trying to acquire and retain top talent and suitable employees.
Lessons learned
I have learned that, for any emerging multinational corporation, it essential to strategize well on how to acquire top talent. The aim of the corporation should be to hire, engage and retain employees who will maneuver the company towards success, not only at present but also in the future. Strategic management is a critical challenge faced by the HR system. This is due to the aspect of incompetency.
I have learned that global connectivity has the power to change my career path. International managers tend to operate under different cultural backgrounds, different personalities, and political climate. To succeed in such an environment, HR managers usually employ evidence-based approaches. The existence in human resources gaps in emerging multinational corporations shows that there is a need to research extensively.

Grosse, R., & Meyer, K. E. (Eds.). (2019). The Oxford Handbook of Management in Emerging Markets. Oxford University Press.
Meyer, K. E., & Xin, K. R. (2018). Managing talent in emerging economy multinationals: Integrating strategic management and human resource management. The International Journal of Human Resource Management, 29(11), 1827-1855.

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