ABSTRACT
As we have seen in Part I, the issue of global talent management (GTM) is an interesting area for research and practice as competition between employers has become more generic and has shifted from the country level to the regional and global levels (Sparrow, et al., 2004; Ashton and Morton, 2005). This importance placed on global talent, and the related supply and demand pressures, have the potential to impact on the role of human resource management (HRM) in multinational corporations (MNCs) operating at this level (Novicevic and Harvey, 2001; Scullion and Starkey, 2000). However, the role of the corporate human resource (HR) function in such organizations has until recently been neglected in the international HRM literature (Farndale, et al., 2010).
