ABSTRACT
As emerging markets grow and become integrated into the global marketplace, management practices of developed countries are adapted to other country contexts. In the realm of talent management, as Western companies enter and expand in emerging economies, there is competition for talent as companies seek competitive advantage by leveraging their understandings of linkages between talent management and overall firm performance (Bowen and Ostroff, 2004; Burton, et al., 2004; Corporate Executive Board, 2006; Fulmer, Gerhart, and Scott, 2003; Gelade and Ivery, 2003). Some companies use similar HR practices in different geographic markets with the belief that such practices, and the work climate that these practices partially create, help to attract and retain employees, cause employees to have positive attitudes, and increase employee performance (Neal, West, and Patterson, 2005; Patterson, Warr, and West, 2004; Rogg, Schmidt, Shull, and Schmitt, 2001). Others believe that adapting and adjusting to the country conditions and pursuing a “localization” strategy-including talent management-is more effective (Budhwar and Sparrow, 1997).
