This paper aims to propose practical recommendations in accordance with the strategic roles played by research and development (R&D) in multinational companies (MNCs).
This study applies a qualitative method to investigate the talent management (TM) practices implemented in MNCs’ R&D units.
The findings identify four R&D strategies and four sectors of TM practices. Furthermore, there exists an alignment between R&D strategies and TM practices.
This paper has several limitations. This qualitative research is exploratory, and larger samples or quantitative methods are needed to ensure the wider applicability of the findings. When possible, longitudinal studies yield superior results in revealing the evolving strategic roles of R&D subsidiaries and their TM practices. The authors used China as the research context, and similar studies in other emerging countries with active R&D activities are required to further validate or complement the findings in this study.
This study has some practical implications for companies with regard to aligning their TM practices with R&D strategies.
R&D units play an increasingly significant role in MNCs and TM is a key issue. However, there is a lack of TM research focusing on R&D employees by taking strategies into account.
Noting various forces prompting qualitative researchers to incorporate some form of member review into their studies, this article aims to help researchers anticipate and develop their own considered strategies for designing and executing this process. Drawing on existing discussions of member review in the sociological and anthropological literature, the article develops a framework that suggests different ways in which member reviews might be designed and executed, it outlines the types of challenges researchers may anticipate during execution of the designs and highlights the positive and negative influences that creating the opportunity for such challenges can have on the research. A dissertation-based case study illustrates how challenges to the research arising from execution of a particular member review design unfolded in practice and forms the basis for considering how researchers might respond when research participants take exception to what we write.