Talent Management in the Interface between Cultural Heritage and Modernity: A Case Study of Younger Mexican Middle Managers in a Regional Office

This chapter draws on a longitudinal study to investigate how the Scandinavian multinational corporation Arla Foods established its Latin American office. Attracting highly educated local managers with experience in international business is challenging in environments, where foreign and domestic companies compete for local talent. We examine how Arla Foods nevertheless succeeded in attracting and retaining experienced younger Mexicans by offering a better work/life balance and opportunities for personal and professional development in an international setting. Our study contributes to the contextual paradigm within human resource management research by showing how operating in an emerging economy may present challenges for MNCs that abide by global HR standards. The case study draws attention to the historical role of Mexican enterprises as social institutions amid economic and social instability, creating a backdrop against which even younger Mexicans expect their employer to support them with nonmonetary compensation packages.