References
- Agrawal, S., De Smet, A., Lacroix, S., & Reich, A. (2020). To emerge stronger from the COVID-19 crisis, companies should start reskilling their workforces now. McKinsey Insights, (May issue), 1-7.
- Appelbaum, S. H. St-Pierre, N. & Glavas, W. 1998. Strategic organizational change: The role of leadership, learning, motivation and productivity. Management Decision, 36(5), 289–301. https://doi.org/10.1108/00251749810220496
- Armstrong, M. (2007). Zarządzanie zasobami Ludzkimi. Wolters Kluwer Polska.
- Bąkiewicz, A. (2020). Cultural embeddedness of family business succession: The perspective of next generation. International Journal of Contemporary Management, 2020, 7–27. https://doi.org/10.4467/24498939IJCM.20.001.12666
- Bennett, M., & Bell, A. (2004). Leadership and talent in Asia: How best employers deliver extraordinary performance. Wiley.
- Blass, E., Knights, A., & Orbea, A. (2006). Developing future leaders: The contribution of TM. Ashridge Business School.
- Bojar, Ewa, Ed. (2020). Przyszłość zarządzania: Wyzwania w dobie postglobalizacji. Towarzystwo Naukowe Organizacji i Kierownictwa „Dom Organizatora”.
- Bolander, P., Werr, A., & Asplund, K. (2017). The practice of talent management: A framework and typology. Personnel Review, 46(8):1523–1551.
- Branson, C. & Marra, M. (2022). Leadership malpractice: Exposing the reality underpinning unleaderly behaviour. International Journal of Contemporary Management, 58(), 1–10. https://doi.org/10.2478/ijcm-2021-0015
- Brewster, C., Houldsworth, E., Sparrow, P., & Vernon, G. (2016). International human resource management. Kogan Page.
- Bugalska, A. (2019). Personality predispositions and competence. International Journal of Contemporary Management, 2019, 7–36. https://doi.org/10.4467/24498939IJCM.19.001.10734
- Buzady, Z. (2016). Talent management & staffing in Central and Eastern Europe: An analysis of Bulgaria, Czech Republic, Hungary, Poland, Romania & Slovakia: Global talent management and staffing in MNEs. International Business and Management, 32, 189–226. https://doi.org/10.1108/S1876-066X20160000032008
- Caligiuri, P., De Cieri, H., Minbaeva, D., Verbeke, A., & Zimmermann, A. (2020). International HRM insights for navigating the COVID-19 pandemic: Implications for future research and practice. Journal of International Business Studies, 51(5), 697–713.
- Capece, G., & Bazzica, P. (2013). A practical proposal for a “competence plan fulfilment:” Key performance indication. Knowledge and Process Management, 20(1) 40–49.
- Chew, J., & Chan, C. C. (2008). HR practices, organizational commitment and intention to stay. International Journal of Manpower, 29(6), 503–522.
- Cole, G. (2016). Managing talent development effectively: Why outsiders matter too. Human Resource Management International Digest, 24(3), 26–28.
- Collings, D. G. & Mellahi, K. (2009). Strategic TM: A review and research agenda. Human Resource Management Review 19(4), 304–313.
- Collings, D. G., Vaiman, V. & Scullion, H. (2022). “Talent management: A decade of developments. In Collings, D. G., Vaiman, V. & Scullion, H. (Eds.) Talent management: A decade of developments (pp. 1–18). Emerald Publishing. https://doi.org/10.1108/978-1-80117-834-120221001
- Cooke, F. L., Saini D. S., & Wang J. (2014). Talent management in China and India: A comparison of management perceptions and human resource practices. Journal of World Business 49(2), 225–235.
- Csoka, L. S., & Hackett, B. (1998). Transforming the HR function for global business success. The Conference Board.
- Czubasiewicz, H. (2007). Zarządzanie kompetencjami w cywilizacji wiedzy. Prace i Materialy Wydzialu Zarządzania Uniwersytetu Gdańskiego, 1,130–138.
- Deters, J. (2018). Global leadership talent selection as an integrated acquisition process. In Advances in global leadership. (Vol. 11, pp. 73–96). Emerald Publishing.
- Drewniak, R. (2018). Determinants of employees’ involvement and the role of the leadership styles in organisational commitment: Empirical findings from Polish enterprises. International Journal of Contemporary Management, 2017, 99–125. https://doi.org/10.4467/24498939IJCM.17.012.7525
- Duda, J. (2017). Internacjonalizacja polskich mikro-i malych przedsiębiorstw w procesie integracji europejskiej i globalizacji. Wydawnictwo Difin.
- Farndale, E., Horak, S., Phillips, J., & Beamond, M. (2019). Facing complexity, crisis, and risk: Opportunities and challenges in international human resource management. Thunderbird International Business Review, 61(3), 465–470. https://doi.org/10.1002/tie.22037
- Farndale, E., Scullion, H. & Sparrow, P. (2010). The role of the corporate HR function in global talent management. Journal of World Business 45(2), 161–168.
- Farndale, E., Sparrow, P., Scullion, H., & Vidovic, M. (2019). Global talent management: New challenges for the corporate HR function. In Collings, D., Scullion, H. & Caligiuri, P. (Eds.). Global Talent Management (pp. 108–127). Routledge.
- Farndale, E., Thite, M., Budhwar, P., & Kwon, B. (2021). Deglobalization and talent sourcing: Cross-national evidence from high-tech firms. Human Resource Management, 60(2), 259–272. https://doi.org/10.1002/hrm.22038
- Festing, M., & Schäfer, L. (2014). Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective. Journal of World Business, 49(2), 262–271. https://doi.org/10.1016/j.jwb.2013.11.010
- Filatotchev, I., Strange, R., Piesse, J., & Lien, Y. C. (2007). FDI by firms from newly industrialised economies in emerging markets: Corporate governance, entry mode and location. Journal of International Business Studies, 38(4), 556–572.
- Freye, S. (2015). Professional socialization and institutional change: German corporate leaders in transition. Competition & Change, 19(5):406–426.
- Gangani, N., McLean, G. N., & Braden, R. A. (2006). A competency-based human resources development strategy. Performance Improvement Quarterly, 19(1), 127–139.
- Garavan, T. N., Morley, M. J., Cross, C., Carbery, R., & Darcy, C. (2021). Tensions in talent: A micro practice perspective on the implementation of high potential talent development programs in multinational corporations. Human Resource Management, 60(2), 273–293.
- Groves, K. S. (2007). Integrating leadership development and succession planning best practices. Journal of Management Development, 26(3):239–260, https://doi.org/10.1108/02621710710732146
- Hamdia, M., & Phadett T. (2011). Conceptual framework on the relationship between human resource management practices, job satisfaction, and turnover. Journal of Economics and Behavioral Studies, 2(2), 41–49.
- Haromszeki, Ł. (2010). Przywództwo w czasie kryzysu. In T. Listwan (Ed.). Zarządzanie w sytuacjach kryzysowych podczas Euro 2012. Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu., 40–51.
- Haromszeki, Ł. (2014). Expected features and the behavior of talented leaders in the three sectors of the Polish economy in context with other Central-Eastern European Countries. Journal of Intercultural Management, 6(4),81–100.
- Haromszeki, Ł. (2015). Rola przywódców organizacyjnych w kształtowaniu postaw wobec pracy. Edukacja Menedżerów i Ekonomistów, 4, 126–135.
- Haromszeki, Ł. (2020). Liderzy lokalni jako przywódcy organizacyjni w społeczeństwie obywatelskim. Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu.
- Haudi, H., Wijoyo, H., & Cahyono, Y. (2020). Analysis of most influential factors to attract foreign direct investment. Journal of Critical Reviews, 7(13). 4128–4135.
- Jackson, N. C., & Dunn-Jensen, L. M. (2021). Leadership succession planning for today’s digital transformation economy: Key factors to build for competency and innovation. Business Horizons, 64(2), 273–284.
- Jedynak, M., Czakon, W., Kuźniarska, A. & Mania, K. (2021). Digital transformation of organizations: What do we know and where to go next? Journal of Organizational Change Management, 34(3), 629–652. https://doi.org/10.1108/JOCM-10-2020-0336
- Jindal, P., & Shaikh, M. (2020). Talent management efficiency in succession planning: A proposed model for pharmaceutical companies. International Journal of Management (IJM), 11 (12), 203–213.
- Jooss, S., Burbach, R., & Ruёl, H. (2019). Examining talent pools as a core talent management practice in multinational corporations. The International Journal of Human Resource Management, 32(11), 2321–2352. https://doi:10.1080/09585192.2019.1579748
- Juhdi, N., Pa’wan, F., & Hansaram, R. (2015). Employers’ experience in managing high potential employees in Malaysia, Journal of Management Development, 34(2), 187–201.
- Kabwe, C., & Tripathi, S. (2020). My talent or yours? A labour process analysis of talent management in practice. Competition & Change, 24(2):178–199. https://doi:10.1177/1024529419848647
- Kaufman, B. E. (2015). The RBV theory foundation of strategic HRM: Critical flaws, problems for research and practice, and an alternative economics paradigm. Human Resource Management Journal, https://doi:10.1111/1748-8583.12085, 25(4), 516–540.
- Knoll, C., & Sternad, D. (2021). Identifying global leadership potential. Journal of Management Development, 40(4), 253–272.
- Koon, V., and Ho, T. (2021). Authentic leadership and employee engagement: The role of employee well-being. Human Systems Management, 40(1), 81–92. https://doi:10.3233/HSM-200943
- Kremmydas, E., & Austen, A. (2020). High-performance human resource practices through the lenses of the ability–motivation–opportunity taxonomy: A multilevel perspective. International Journal of Contemporary Management, 19(3), 23–42. https://doi.org/10.4467/24498939IJCM.20.009.13151
- Kuzel, M. (2013). Kapitał intelektualny organizacji i wewnątrzkorporacyjny transfer zasobów a konkurencyjność polskich przedsiębiorstw: Inwestorów zagranicznych. In W. Karaszewski (Ed.). Aktywność inwestycyjna polskich przedsiębiorstw za graniczą, Czynniki i skutki. Polskie Wydawnictwo Ekonomiczne, 133-146.
- Lacey, M. Y., & Groves, K. (2014). Talent management collides with corporate social responsibility: Creation of inadvertent hypocrisy. Journal of Management Development, 33(4), 399–409.
- Lara, F. J., Mogorrón-Guerrero, H., & Ribeiro-Navarrete, S. (2020). Knowledge of managerial competencies: Cross-cultural analysis between American and European students. Economic Research = Ekonomska Istraživanja, 33(1), 2059–2074. doi:10.1080/1331677X.2019.1585271
- Latukha, M. O., & Panibratov, A. Y. (2015). Top management teams’ competencies for international operations: Do they influence a firm’s result? Journal of General Management, 40(4), 45–68. doi:10.1177/030630701504000404
- Lenart-Gansiniec, R., & Sułkowski, L. (2020). Organizational learning and value creation in local governance: The mediating role of crowdsourcing. The Learning Organization, 27(4), 321–325.
- Leskiw, S., & Singh, P. (2007). Leadership development: Learning from best practices. Leadership & Organization Journal, 28(5), 444-164.
- Lewis, R. E., & Heckman, R. J. (2006). Talent management: A critical review. Human Resource Management Review, 16(2), 139–154.
- Listwan, T., & Stor, M. (2008). Zarządzanie kadrą menedżerską w organizacjach międzynarodowych w Polsce. Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu.
- Macfarlane, F., Duberley, J., Fewtrell, C., & Powell, M. (2012). Talent management for NHS managers: Human resources or resourceful humans? Public Money & Management, 32(6), 445–452.
- Magala, S. (2005). Cross-cultural competence. Routledge. https://doi.org/10.4324/9780203695494
- Maister, D. H. (1997). Managing the professional service firm. Free Press.
- Majowska, M., & Austen, A. (2019). Human resources management effectiveness from a multilevel perspective. International Journal of Contemporary Management, 2019, 7–31. https://doi.org/10.4467/24498939IJCM.19.013.11756
- Maqueira, J. M., Bruque, S., & Uhrin, A. (2019). Talent management: Two pathways to glory? Lessons from the sports arena. Employee Relations, 41(1), 34–51.
- Mathisen, G. E., Einarsen, S., & Mykletun R. (2012). Creative leaders promote creative organizations. International Journal of Manpower, 33(4), 367–382.
- Mensah, J. K. (2018). Talent management and employee outcomes: A psychological contract fulfilment perspective. Public Organization Review, 19(3), 325–344. doi:10.1007/s10551-017-3543-1
- Meyers, C., Van Woerkom, M., & Dries, N. (2013). Talent–innate or acquired? Theoretical considerations and their implications for talent management. Human Resource Management Review, 23(4), 305–321.
- Minbaeva, D., & Collings, D. G. (2013). Seven myths of global talent management. The International Journal of Human Resource Management, 24(9), 1762–1776.
- Moreno, J. V., & Girard, A. S. (2019). Capitalizing on an existing shared governance structure in developing leadership succession planning. JONA: The Journal of Nursing Administration, 49(4), 193–200.
- Mumford, M. D., & Licuanan, B. (2004). Leading for innovation: Conclusions, issues and directions. The Leadership Quarterly, 15, 163–171.
- Muratbekova-Touron, M. (2009). Why a multinational company introduces a competency-based leadership model: A two-theory approach. The International Journal of Human Resource Management, 20(3), 606–632. doi:10.1080/09585190802707383
- Naqshbandi, M. M., & Jasimuddin, S. M. (2018). Knowledge-oriented leadership and open innovation: Role of knowledge management capability in France-based multinationals. International Business Review, 27(3), 701–713.
- Newman, S. A., & Ford, R. C. (2021). Five steps to leading your team in the virtual COVID-19 workplace. Organizational Dynamics, 50(1), 100802.
- O’Connor, E. P., & Crowley-Henry, M. (2017). Exploring the relationship between exclusive talent management, perceived organizational justice and employee engagement: Bridging the literature. Journal of Business Ethics, 156, 907–913. doi:10.1007/s10551-017-3543-1
- Ott, D. L., Tolentino, J. L., & Michailova, S. (2018). Effective talent retention approaches. Human Resource Management International Digest, 26(7):16–19.
- Panda, S., & Sahoo, S. K. (2015). Strategic talent development interventions: An analysis. Industrial and Commercial Training, 47(1):15–22.
- Pocztowski, A., Pauli, U., & Miś, A. (2020). Talent management in small and medium enterprises: Context, practices and outcomes. Routledge.
- Podgórska, M., & Pichlak, M. (2019). Analysis of project managers’ leadership competencies: Project success relation: What are the competencies of Polish project leaders? International Journal of Managing Projects in Business, 12(4), 869–887.
- Poor, J., Engle, A. D., Kovacs, I. E., Slavic, A., Wood, G., Szabo, K., Kerekes, K., ... Nemethy, K. (2015). HR management at subsidiaries of multinational companies in CEE in light of two surveys of empirical research in 2008 and 2013. Acta Polytechnica Hungarica, 12(3), 229–249.
- Poór, J., Fehér, J., & Tikhonova, V. 2018. Hungary: Creating new opportunities for talent. In Marina Latukha (Ed.). Talent management in global organizations (pp. 143–165). Palgrave Macmillan.
- Poór, J., Juhász, T., Machová, R., Bencsik, A., & Bilan, S. 2018. Knowledge management in human resource management: Foreign-owned subsidiaries’ practices in four CEE countries. Journal of International Studies, 11(3):295–308. doi:10.14254/2071-8330.2018/11-3/23
- Rakowska, A. (2007). Kompetencje menedżerskie kadry kierowniczej we wspólczesnych organizacjach. Wydawnictwo Uniwersytetu Marii Curie-Skłodowskiej.
- Rakowska, A., & de Juana-Espinosa, S. (2021). Ready for the future? Employability skills and competencies in the twenty-first century: The view of international experts. Human Systems Management, 40(5), 669–684. doi:10.3233/HSM-201118
- Rakowska A., & Sitko-Lutek, A. (2000). Doskonalenie kompetencji menedżerskich. Wydawnictwo Naukowe PWN.
- Rothwell, W. J. (2010). Effective succession planning: Ensuring leadership, continuity and building talent from within. (4th ed.). AMACOM.
- Ruiz-Palomino, P., & Linuesa-Langreo, J. (2018). Implications of person-situation interactions for Machiavellians’ unethical tendencies: The buffering role of managerial ethical leadership. European Management Journal, 36(2), 243–253.
- Schein, E. H. (1992). Organizational culture and leadership. Jossey-Bass.
- Scullion, H., Collings, D. G., & Vaiman, V. 2016. Guest editorial: Strategic TM. Employee Relations Today 38(1), 1–15.
- Sgobbi, F. (2002). Web design skills and competencies: An empirical analysis. Human Systems Management, 21(2), 115–128.
- Sharma, A., & Sengupta, T. (2018). Perspective on succession planning in multiple MNCs: Interview with Aparna Sharma. Human Resource Development International, 21(4), 382–390.
- Shet, S. V. (2020). Strategic talent management: Contemporary issues in international context, Human Resource Development International, 23(1), 98–102. doi:10.1080/13678868.2019.1650324
- Son, J., Bae, O. P. J., & Ok, C. (2018). Double-edged effect of talent management on organizational performance: The moderating role of HRM investments. The International Journal of Human Resource Management, 31(17), 2188–2216. doi.org/10.1080/09585192.2018.1443955
- Srikanth, P B., & Jomon, M. G. (2020). Developing managerial competencies: Integrating work design characteristics and developmental challenge. The International Journal of Human Resource Management, 31(22), 2808–2839. doi:10.1080/09585192.2018.1474937
- Stefan, T., & Nazarov, A. D. (2020). Challenges and competencies of leadership in Covid-19 pandemic. In Proceedings of the research technologies of pandemic coronavirus impact (RTCOV 2020) (pp. 518–524). Atlantis Press.
- Stor, M. (2016). Paradoxical and nonparadoxical oxymora in strategies of competency management: Research reflections. Research paper of Wroclaw University of Economics, 2(27).
- Stor, M., & Haromszeki, Ł. (2019). Organizational leadership practices in MNCs: The effect of the HRs value as a competitive factor and the FDI structure. Journal of Transnational Management, 24(2), 83–121.
- Stor M., & Haromszeki, Ł. (2020). Differences between Eastern and Western Europe within the practices of managerial staff development in MNCs: A comparative analysis of the research findings,.In 31st EBES Conference Proceedings, 473–489.
- Stor M., & Haromszeki, Ł. (2021). Talent management and the financial results of the foreign subsidiaries of Polish MNCs: Empirical research findings. Cracow Review of Economics and Management, 3(993):27–44.
- Stroh L. K., & Caligiuri, P. M. (1998). Increasing global competitiveness through effective people management. Journal of World Business, 33(1), 1–16.
- Strukan, E., Nikolić, M., & Sefić, S. (2017). Impact of transformational leadership on business performance. Technical Gazette, 24(2), 435–444.
- Tannenbaum, R., & Schmidt, W. H. (1958). How to choose a leadership pattern. Harvard Business Review, 36, 95–101.
- Tarique, I. (Ed.). (2022). Contemporary talent management: A research companion, Routledge.
- Tarique, I., & Schuler, R. (2018). A multi-level framework for understanding global talent management systems for high talent expatriates within and across subsidiaries of MNEs: Propositions for further research. Journal of Global Mobility, 6(1), 79–101.
- Thomas, H., Smith, R. S., & Diez, F. (2013). Human capital and global business strategy. Cambridge University Press.
- Thunnissen, M., Boselie, P., & Fruytier, B. (2013). A review of talent management: Infancy or adolescence? The International Journal of Human Resource Management, 24(9):1744–1761.
- Tourish, D. (2013). The dark side of transformational leadership: A critical perspective. Routledge.
- Towards effective global talent management: The central role of employees. (2016). Strategic Direction, 32(2), 5–7.
- Turek, D., & Wojtczuk-Turek, A. (2018). How destructive social aspects inhibit innovation in an organisation. International Journal of Contemporary Management, 2017, 267–294. https://doi.org/10.4467/24498939IJCM.17.018.7531
- Uren, L. (2011). What talent wants: The journey to talent segmentation. Strategic HR Review, 10(6), 31–37.
- Van Esch, E., Qun Wei, L., & Chiang, F. F. T. (2018). High-performance human resource practices and firm performance: The mediating role of employees’ competencies and the moderating role of climate for creativity. The International Journal of Human Resource Management, 29(10),1683–1708. doi:10.1080/09585192.2016.1206031
- Vroom, V. H., & Jago, A. G. (1974). Decision making as a social process: Normative and descriptive models of leader behavior. A Journal of the Decision Sciences Institute, 5, 743–755.
- Wziątek-Staśko, A. (2012). Diversity management: Narzędzia skutecznego motywowania pracowników. Wydawnictwo DIFIN.
- Wziątek-Staśko, A. (2016). The extent of managers’ motivation as a determinant of leadership quality. Ekonomia i Zarządzanie, 8(1), 37–46.
- Yapp, M. (2009). Measuring the ROI of talent management. Strategic HR Review, 8(4), 5–10.
- Yildiz, S., Basturk F., & Boz, I. T. (2014). The effect of leadership and innovativeness on business performance. Procedia–Social and Behavioral Sciences, 150, 785–793.