How Small Nations Fare in the Global War on Talent: The Case of Denmark

In light of the looming shortage of skilled professionals, companies are increasingly eager to recruit highly educated and competent employees, regardless of country of origin and nationality, in order to remain globally competitive. This paper seeks to shed light on how nations compete for the same talent pool by presenting the findings of two related studies on whether (a) Chinese students who are studying in Denmark choose to return to work in China; and (b) Danish students in Denmark are willing to work for Chinese companies in Denmark and/or China. Despite its population of 1.3 billion, China has a critical shortage of managerial talent. The vast majority of Chinese students in Denmark do not plan to remain in Denmark upon completion of their education, while many Danish students are receptive to working for Chinese companies, albeit more so in Denmark than in China. The findings of this study have implications on the plight of smaller nations, such as Denmark, in attracting and retaining human talent. These findings also have implications for small-sized companies in their competition with large firms for human talent

Career mobility in a global era: advances in managing expatriation and repatriation

The surge of interest in expatriation and repatriation within the broader discourse on labor mobility of professionals and high-skilled labor, human capital development and the theory and practice of people management, serves as the backdrop to this paper. We propose that expatriation and repatriation be framed in the context of global careers and embedded in the wider social-economic environment of globalization through the lens of a career ecosystem theory. We chart the evolution of scholarly publications on career mobility over the past four decades and highlight current trends, in particular the emergence of self-initiated expatriation as a pivotal change in the direction of expatriation studies and derived practice. We assess the rigor of empirical findings, weigh theoretical underpinnings, offer a research agenda for future research and outline managerial implications

Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT

ChatGPT and its variants that use generative artificial intelligence (AI) models have rapidly become a focal point in academic and media discussions about their potential benefits and drawbacks across various sectors of the economy, democracy, society, and environment. It remains unclear whether these technologies result in job displacement or creation, or if they merely shift human labour by generating new, potentially trivial or practically irrelevant, information and decisions. According to the CEO of ChatGPT, the potential impact of this new family of AI technology could be as big as “the printing press”, with significant implications for employment, stakeholder relationships, business models, and academic research, and its full consequences are largely undiscovered and uncertain. The introduction of more advanced and potent generative AI tools in the AI market, following the launch of ChatGPT, has ramped up the “AI arms race”, creating continuing uncertainty for workers, expanding their business applications, while heightening risks related to well-being, bias, misinformation, context insensitivity, privacy issues, ethical dilemmas, and security. Given these developments, this perspectives editorial offers a collection of perspectives and research pathways to extend HRM scholarship in the realm of generative AI. In doing so, the discussion synthesizes the literature on AI and generative AI, connecting it to various aspects of HRM processes, practices, relationships, and outcomes, thereby contributing to shaping the future of HRM research

Human resource management in the age of generative artificial intelligence::Perspectives and research directions on ChatGPT

ChatGPT and its variants that use generative artificial intelligence (AI) models have rapidly become a focal point in academic and media discussions about their potential benefits and drawbacks across various sectors of the economy, democracy, society, and environment. It remains unclear whether these technologies result in job displacement or creation, or if they merely shift human labour by generating new, potentially trivial or practically irrelevant, information and decisions. According to the CEO of ChatGPT, the potential impact of this new family of AI technology could be as big as “the printing press”, with significant implications for employment, stakeholder relationships, business models, and academic research, and its full consequences are largely undiscovered and uncertain. The introduction of more advanced and potent generative AI tools in the AI market, following the launch of ChatGPT, has ramped up the “AI arms race”, creating continuing uncertainty for workers, expanding their business applications, while heightening risks related to well‐being, bias, misinformation, context insensitivity, privacy issues, ethical dilemmas, and security. Given these developments, this perspectives editorial offers a collection of perspectives and research pathways to extend HRM scholarship in the realm of generative AI. In doing so, the discussion synthesizes the literature on AI and generative AI, connecting it to various aspects of HRM processes, practices, relationships, and outcomes, thereby contributing to shaping the future of HRM research

Effect of angiotensin-converting enzyme inhibitor and angiotensin receptor blocker initiation on organ support-free days in patients hospitalized with COVID-19

IMPORTANCE Overactivation of the renin-angiotensin system (RAS) may contribute to poor clinical outcomes in patients with COVID-19. Objective To determine whether angiotensin-converting enzyme (ACE) inhibitor or angiotensin receptor blocker (ARB) initiation improves outcomes in patients hospitalized for COVID-19. DESIGN, SETTING, AND PARTICIPANTS In an ongoing, adaptive platform randomized clinical trial, 721 critically ill and 58 non–critically ill hospitalized adults were randomized to receive an RAS inhibitor or control between March 16, 2021, and February 25, 2022, at 69 sites in 7 countries (final follow-up on June 1, 2022). INTERVENTIONS Patients were randomized to receive open-label initiation of an ACE inhibitor (n = 257), ARB (n = 248), ARB in combination with DMX-200 (a chemokine receptor-2 inhibitor; n = 10), or no RAS inhibitor (control; n = 264) for up to 10 days. MAIN OUTCOMES AND MEASURES The primary outcome was organ support–free days, a composite of hospital survival and days alive without cardiovascular or respiratory organ support through 21 days. The primary analysis was a bayesian cumulative logistic model. Odds ratios (ORs) greater than 1 represent improved outcomes. RESULTS On February 25, 2022, enrollment was discontinued due to safety concerns. Among 679 critically ill patients with available primary outcome data, the median age was 56 years and 239 participants (35.2%) were women. Median (IQR) organ support–free days among critically ill patients was 10 (–1 to 16) in the ACE inhibitor group (n = 231), 8 (–1 to 17) in the ARB group (n = 217), and 12 (0 to 17) in the control group (n = 231) (median adjusted odds ratios of 0.77 [95% bayesian credible interval, 0.58-1.06] for improvement for ACE inhibitor and 0.76 [95% credible interval, 0.56-1.05] for ARB compared with control). The posterior probabilities that ACE inhibitors and ARBs worsened organ support–free days compared with control were 94.9% and 95.4%, respectively. Hospital survival occurred in 166 of 231 critically ill participants (71.9%) in the ACE inhibitor group, 152 of 217 (70.0%) in the ARB group, and 182 of 231 (78.8%) in the control group (posterior probabilities that ACE inhibitor and ARB worsened hospital survival compared with control were 95.3% and 98.1%, respectively). CONCLUSIONS AND RELEVANCE In this trial, among critically ill adults with COVID-19, initiation of an ACE inhibitor or ARB did not improve, and likely worsened, clinical outcomes. TRIAL REGISTRATION ClinicalTrials.gov Identifier: NCT0273570

The IEBM handbook of international business.

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American expatriates abroad: From neophytes to cosmopolitans

Based on a study of 409 expatriates on assignment to 51 countries around the world, this study examines: (1) Expatriates' perceptions of the importance of international assignments to their overall career development; (2) the modes of acculturation in interacting with host country nationals; (3) the mechanisms used to cope with stress abroad; (4) attributes that facilitate interaction abroad; and (5) the relationship between performance and country difficulty. The study yielded some new trends in expatriate assignments.

Brain circulation, diaspora, and international competitiveness

Summary Drawing upon findings of several studies, this paper examines the interrelationships between brain circulation or "triangular human talent flow", ethnic diasporas (specifically, the Chinese and Indian diasporas), and a country's international competitiveness. Globalization, the lowering of immigration and emigration barriers to the movement of people, and the emerging concept of boundaryless careers have all contributed to the phenomenon of brain circulation. Brain circulation replaces the traditional concepts of brain drain versus brain gain because of the growing mobility of human talent across international boundaries. Implications, both theoretical and practical, are then discussed.Brain circulation Talent poaching Ethnic diasporas China India Immigration Emigration International competitiveness Ex-host country nationals

Human Resource Planning in Japanese Multinationals: A Model for U.S. Firms?

The efficient operation of a multinational corporation is contingent upon the availability of numerous—technology, capital, know-how, and people. In this paper, the argument is made that human power is a key ingredient to the successful operation of a multinational, without which all the other aforementioned resources could not be effectively and efficiently utilized or transferred from corporate headquarters to the various subsidiaries in the world. Hence, there is a need for multinationals to devote more attention to human resource planning, which is viewed as part of the overall planning and control process in a firm. The paper compares and contrasts the human resource development programs between a sample of U.S. and Japanese multinationals, and discusses the implications for U.S. multinationals.© 1984 JIBS. Journal of International Business Studies (1984) 15, 139–149