Macro talent management in Finland : contributing to a rapidly evolving knowledge economy

This chapter analyzes Finland’s rapid transition to a knowledge economy and the challenges that the country is facing today from a macro talent management (TM) perspective. The Global Talent Competitiveness Index (Lanvin & Evans, 2017) is used to analyze Finland’s ability to attract, develop and retain human capital. Positive features that differentiate TM in Finland from other countries are discussed-the emphasis on social mobility and egalitarian development as well as the close collaboration around TM between key stakeholders. The country’s drawbacks at a time when technology (digitalization, automation, robotics and artificial intelligence) is changing the talent scene are explored, notably the constraints of Finland’s relatively rigid labor market and its challenges in external talent attraction.fi=vertaisarvioitu|en=peerReviewed

Talent Management in the Business School Context

In this chapter, the authors review talent management in the research university sector, business schools in particular. The authors adopt an “exclusive” perspective on talent management, assuming that some scholars contribute disproportionately to organizational performance. The authors identify two particular groups of scholars likely to be the target of exclusive talent management practices in business schools: (i) faculty on a tenure track career path and (ii) “star” tenured faculty with exceptionally strong track records. Focusing on these current and potential future “stars,” the authors review and discuss talent management practices related to talent identification, recruitment and selection, performance management, talent development, benefits and rewards, and tenure, promotion, and retention. In the extant literature, these topics have been mostly examined in the general university environment and less so in the business school context. This is somewhat problematic given that business schools have their own special characteristics. Moreover, some of the reviewed topics – especially talent development – have received only marginal scholarly interest thus far. Based on this literature review, and by drawing on their own experience working in different roles in academia, the authors highlight some of the gaps in the current body of knowledge and propose an agenda for future research.©2022 Emerald Publishing Limited. This manuscript version is made available under the Creative Commons Attribution–NonCommercial 4.0 International (CC BY–NC 4.0) license, https://creativecommons.org/licenses/by-nc/4.0/fi=vertaisarvioitu|en=peerReviewed

Finland - Implementing a Global Diversity Management Initiative in Finland

Finland is the leading or near the top of many international comparisons in terms of growth and development in the economic, technological and social spheres. Despite changes in recent years, the Finnish economy remains heavily manufacturing based, led by engineering and high technology firms. Many Finnish companies are waking up to the reality that the demographic changes and related diversity management issues are the business issues. From the outset of the global workforce diversity management and inclusiveness initiative (D&I initiative), people within Petrocom Finland disagreed about the level of priority that should be given to diversity management issues. Some of these arguments were based on whether diversity management represents a critical business issue, some were based on its relevance in a workplace setting, and others were based on its relevance given Finland's and the Finnish unit's demographics. For employees, the introduction of sensitive and personal issues in discussions of D&I made typically reserved Finnish people feel noticeably uncomfortable.fi=vertaisarvioitu|en=peerReviewed

Talent Management in Multinational Corporations

The focus of the chapter is on the practices used by multinational corporations (MNCs) to manage employees defined as ‘talent’. We examine the content of corporate practices, the actors involved in carrying out these practices and the roles they are playing, and the effects of these practices on outcomes at different levels of analysis. Efforts are made to identify promising ways to enhance our knowledge of talent management in the context of MNCs. By way of an illustration of the kinds of issues covered we present the talent management practices of one MNC in particular, the Finland-based elevator and escalator company KONE.fi=vertaisarvioitu|en=peerReviewed

Factors influencing processes of radical change in organizational belief systems

The recent development of a cognitive, interpretive approach to organizational analysis has helped to increase our understanding of organizational action. This paper discusses the relationship between organizational beliefs and organizational change. Based upon a review of empirical studies of strategic reorientations, the article presents a model of factors that influence processes which lead to changes in organizational belief systems. It is argued that radical changes in organizational belief systems are influenced by organizational results, by characteristics of the organizational environment, by intra-organizational factors, and by characteristics of the current organizational belief systems. These factors are discussed and some ways to further augment our knowledge of this phenomenon are indicated.Organizational belief systems strategic reorientations organizational change

Managerial Succession and Strategic Change

MANAGENIAL SUCCESSION AND STRATEGICCHANGEAdministrative Studies, vol. 9(1990): 1, 23-31ln this paper different explanations for theapparent connection between the appointment ofnew managers and organizational reorientationsare outlined. These explanations range fromassuming that strategic and managerial change iscaused by the same factor(s); presuming thatenvironmental expectations may induce the newlyappointed leader to initiate change; maintainingthat the leadership change produces a change inorganizational commitment and beliefs that, inturn, produces organizational reorientations; toarguing that leadership succession gives theorganization additional resources that will enablestrategic changes to take place