International Human Resource Management in an Era of Political Nationalism

Sven Horak*, Elaine Farndale, Mary Yoko Brannen, David G. Collings

*Corresponding author for this work

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

In times of the “Brexit” and “America First” policies, several industrialized countries' governments are turning toward more national‐oriented migration policies. Simultaneously, societal aversion to immigration is growing. Both trends are sending negative signals to highly skilled employees and making immigrants feel that they are no longer welcome. Consequently, international careers are becoming uncertain, risky, and unpredictable. This new reality in industrialized knowledge‐based economies may affect firms' talent pool and the skill set available to a country. To shed light on the new environment of international human resource management, we interviewed Mary Yoko Brannen and David Collings, leading experts in the field, to explore their perspective on how the field is changing. The interviews reported here uncover fascinating insights, including the need to counteract the globalization fears in the West of the predominantly White working and lower‐middle class through education. Companies may also rethink their organizational boundaries and the notion of traditional employees by using their agility to counteract the political forces harming their talent pool strategy.
Original languageEnglish
JournalThunderbird International Business Review
Volume61
Issue number3
Pages (from-to)471-480
Number of pages10
ISSN1096-4762
DOIs
Publication statusPublished - 2019
Externally publishedYes

Keywords

  • Global talent management
  • International HRM
  • Migration
  • Nationalism
  • Skill sets

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