Abstract

Today's organizations operate in a highly complex, global, and inter-dependent environment, where solutions of high-priority problems demand insights from multiple disciplines. Consider the issue of recruiting and developing talent globally. Research as well as practice indicate that management of global talent systems requires examination of macro environmental issues impacting both individuals and organizations, to include local government talent development policies (see for example, Cooke & Wang, 2019; Khilji & Keilson, 2014; King & Vaiman, 2019; Outila, Vaiman, & Holden, 2019; Vaiman et al., 2019): global labor market conditions/dynamics (see for example, Dickmann & Perry, 2019; Oettl & Agrawal, 2008; Ragazzi, 2014): global mobility (Collings, 2014; O'Sullivan & Collings, 2019): diaspora strategies (Khilji & Keilson, 2014; Outila et al., 2019; Saxenian, 2005; Tung & Lazaraova, 2006): and multinational corporations' (MNC) organizational mechanisms that manage talent recruitment, selection, and development processes (Bjorkman et al., 2017; Collings, Mellahi, & Cascio, 2018; Ruël, Bondarouk, & Dresselhaus, 2014). The macro talent management (MTM) conceptual framework proposed by Khilji, Tarique, and Schuler (2015): and subsequent works (for example, Outila et al., 2019; Schuler & Khilji, 2017; Schuler, Tarique, & Khilji, 2018; Vaiman et al., 2019) adequately capture the multiplicity of the levels of analyses, from national/global to individual to organizational and back to the national/global, in terms of the many environmental factors, government policies, talent management (TM) functions, processes, and outcomes. Based on MTM frameworks, we argue that conceptual boundaries of global talent management (GTM) and MTM are not fixed and extend beyond a single discipline.