Marina Latukha

@article{luo_2101,

title = {International student mobility: A systematic review and research agenda},

author = {Yunxin Luo and Marina Latukha and Andrei Panibratov},

url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/ijcs.12911},

year  = {2023},

date = {2023-05-01},

journal = {International Journal Of Consumer Studies},

volume = {47},

number = {3},

pages = {852-887},

abstract = {This study aimed to synthesize fragmented knowledge about international student mobility (ISM) in higher education to provide an understanding of existing studies and directions for future research. To this end, the authors conducted a systematic literature review using a hybrid approach that integrated bibliometric analysis with the theory, context, and method (TCM) framework (Paul et al., 2017). Applying bibliometric analysis, this study found publication trends, prolific journals, influential articles, and major themes in the field, whereas the TCM framework helped identify widely used theories (motivation theory, immigration theory, acculturation theory, learning theory, and capital theory), research contexts (destination country or region, population, and others), and methods in research and provided future study directions. The identified gaps in the existing literature suggest that future research should develop theoretical foundations and research designs to analyze new processes, patterns, and issues in ISM in higher education within the context of today's changing international environment. In addition to identifying the key research themes and research foundations of ISM in higher education, this review can help add value to the ISM literature from a marketing perspective. This is the first comprehensive literature review of this topic using a hybrid approach.},

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@article{mao_2128,

title = {From brain drain to brain gain in emerging markets: Exploring the new agenda for global talent management in talent migration},

author = {Yanbing Mao and Marina Latukha and Louisa Selivanovskikh},

url = {From brain drain to brain gain in emerging markets: Exploring the new agenda for global talent management in talent migration},

year  = {2022},

date = {2022-06-01},

journal = {European Journal Of International Management},

volume = {17},

number = {4},

pages = {564 - 582},

abstract = {The research aims to provide a review of the brain gain and brain drain phenomena in the emerging market context. Specifically, we investigate the push and pull factors of talent migration focusing at society-, firm-, industry- and location-specific determinants, and develop a theoretical framework that establishes the relationships between different types of factors and global talent management. The paper extends the understanding of the role of global talent management and global talent mobility in non-Western contexts. Through a series of propositions, we claim that global talent management, as a system of practices aimed at attracting, developing and retaining talented workers on a global scale, may serve as a mediator in transforming outward talent migration into inward talent migration, thus stimulating future empirical research on the topic.},

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@article{latukha_2103,

title = {Talent management practices for firms' absorptive capacity in a host country: Critical Perspective on International Business,},

author = {Marina Latukha and Yugui Zhang and Andrei Panibratov and Ksenia Arzhanykh and Liana Rysakova},

url = {https://doi.org/10.1108/cpoib-07-2020-0099},

year  = {2022},

date = {2022-05-01},

journal = {Critical Perspectives on International Business},

volume = {19},

number = {2},

pages = {181-205},

abstract = {Purpose



The paper aims to explore the role of talent management (TM) practices in shaping firm's absorptive capacity (AC) in the host country. Based on the data from representatives of Chinese diaspora used in Russia, this study discusses the role of TM practices in developing firm's AC through learning from diaspora.

Design/methodology/approach



To explore possible connections between both TM practices and AC and TM practices and attractiveness of a company for diaspora representatives (talent mobility), this study reports an exploratory study by using a set-theoretical analytic method, fuzzy set qualitative comparative analysis.

Findings



The findings state that retention and development practices significantly influence firm's AC, which promotes attractiveness of Russia as of destination country for Chinese employees and of particular company with the corresponding TM system.

Originality/value



This study reveals the existing connection between diaspora talent attraction and knowledge assimilation and diaspora talent retention and knowledge transformation. Knowledge acquisition is influenced by talent retention and talent development with a mediation of knowledge sharing.},

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@article{latukha_2105,

title = {Generation diverse talent management practices: Main determinants and its influence on firm performance},

author = {Marina Latukha and Anna Kriklivetc and Felix Podgainyi},

url = {https://doi.org/10.1080/10669868.2022.2074186},

year  = {2022},

date = {2022-05-01},

journal = {Journal of East-West Business},

volume = {28},

number = {4},

pages = {291-322},

abstract = {Implementation of diverse talent management (TM) practices allows enhancing diversity and inclusion and may influence organizational outcomes. The paper investigates the relationship between generation diverse TM practices and firm performance. We use the data from 82 companies to reveal factors that shape generation diverse TM practices. We claim that there is a positive link between those practices and firm performance. We also find that the way of thinking and decision-making, the level of responsibility, the reaction to changes and innovations, the skillset, and the level of ambition tend to vary among generations and that these factors determine TM practices for generations.},

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@article{latukha_2107,

title = {From brain drain to brain gain: the agenda for talent management in overcoming talent migration from emerging markets},

author = {Marina Latukha and Mariia Shagalkina and Ekaterina Mitskevich and Elena Strogetskaya},

url = {https://doi.org/10.1080/09585192.2021.1949374},

year  = {2022},

date = {2022-05-01},

journal = {International Journal Of Human Resource Management},

volume = {33},

number = {11},

pages = {2226-2255},

abstract = {Within the macro talent management (MTM) framework, exogenous challenges caused by the complexity of the external environment are being actively discussed. Considering these challenges, among which is talent mobility, the paper investigates the factors that determine migration intentions of talents and discusses the role of firm-level talent management (TM) practices in addressing those factors, reversing brain drain, and managing talent flows. Using primary data from 557 talented graduates from leading Russian universities we found that the influence of industry- and individual-level factors, which determine their intentions to move abroad, may be mitigated by talent attraction, talent development and talent retention practices. The findings imply the moderating role of TM in managing country-level talent migration. Our study contributes to and extends the TM literature by providing evidence from the individual-level perspective, which firm-level TM initiatives may serve as a mechanism for human capital accumulation and retention, and for improving the national-level MTM system.},

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@article{latukha_2106,

title = {Gender, talent management, and firm performance: MNCs' female-focused talent management practices in Russia},

author = {Marina Latukha and Snejina Michailova and Dana Ott and Daria Khasieva and Darya Kostyuk},

url = {https://doi.org/10.1108/ER-04-2021-0132},

year  = {2022},

date = {2022-04-01},

journal = {Employee Relations},

volume = {44},

number = {4},

pages = {850-869},

abstract = {Purpose



There is a substantial void in the understanding of the effect of talent management (TM) practices specifically targeted at females on firm performance. This paper investigates the relationship between female-focused TM and firm performance with the aim of demonstrating the importance of gender diversity in firms.

Design/methodology/approach



The authors developed and empirically tested a contextually embedded model using data from 103 multinational corporations in Russia to examine the effect of female-focused TM on firm performance.

Findings



The authors found an overall positive relationship between female-focused TM and firm performance. The authors' analysis also revealed significant positive effects of female-focused talent development and talent retention, but not talent attraction, on firm performance.

Originality/value



This paper contributes to the vibrant TM scholarship by focusing on female-focused talent attraction, development and retention practices.},

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@article{latukha_2108,

title = {Talent management, organizational ambidexterity, and performance: Evidence from Russian firms},

author = {Marina Latukha and Snejina Michailova and Tatiana Kozachuk},

url = {https://doi.org/10.1002/tie.22251},

year  = {2022},

date = {2022-01-01},

journal = {Thunderbird International Business Review},

volume = {64},

number = {5},

pages = {379-392},

abstract = {This study investigates how the talent management (TM) practices of talent attraction, development, and retention contribute to organizational ambidexterity (OA) and firm performance in the context of Russia. Based on a cross-sectional data set of 88 local Russian firms, we investigate the association between the TM practices and OA dimensions and examine the role of exploration and exploitation in the TM-performance relationship. The ordinary least squares regression results show that the effects of talent attraction on exploration, talent development on exploitation, and talent retention on both OA dimensions are significant and positive. Meanwhile, the simple and parallel mediation analyses (using the Hayes' PROCESS program) demonstrate that OA, particularly exploration, mediates the TM-performance relationship. This study contributes to the overall literature on TM and ambidexterity by considering TM practices as crucial antecedents of OA and explaining how and why TM positively affect firm performance.},

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@article{latukha_2126,

title = {Does gender matter? Gender talent migration and its implication for talent management},

author = {Marina Latukha and Mariia Shagalkina and Ekaterina Kalinina and Daria Khasieva},

url = {https://www.emerald.com/insight/content/doi/10.1108/JGM-12-2020-0079/full/html},

year  = {2021},

date = {2021-05-01},

journal = {Journal of Global Mobility: The Home of Expatriate Management Research},

volume = {9},

number = {2},

pages = {191-216},

abstract = {Purpose



The growing trends in talent migration, which in the extreme lead to brain drain, in step with an increasing female participation in labor markets and migration flows, set challenges for both business and governments managing these processes. In this vein, it is proposed that macro talent management (MTM) is effective in managing the above-mentioned macro-level issues. The purpose of this paper is to identify and compare the determinants of talent migration with respect to gender and to analyze the role that talent management (TM) practices may play in the migration of diverse talent groups (male and female) within the Russian context.

Design/methodology/approach



Anticipating the possible differences in talent migration determinants between men and women and using data from 557 Russian graduates, considered to be high-potential talents, the authors found that these determinants converge.

Findings



Male and female talent migration intentions in Russia are influenced by the same industry and individual push factors as well as family reasons, confirming that women are acting as independent economic migrants rather than tied movers. Moreover, the authors identified that talents in our sample evaluate highly the possibility of TM practices to change their migration intentions, and that female talents are more sensitive and responsive in this regard. Therefore, the TM system in the emerging economies' context, in particular Russia, is important for increasing the share of women in the workforce, in particular in leadership positions.

Originality/value



The study's results are important as they provide evidence on the gendered dimension of talent migration in particular in terms of the gendered assessment of talent migration determinants. Moreover, the study shows the positive role of TM in managing talent flows at the country level, in particular the ability of TM practices to attract talents to local organizations and, hence, retain them in a country.},

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@article{latukha_2131,

title = {Human resource management practices transferring from foreign firms to Russia: The Case of MNCs subsidiaries},

author = {Marina Latukha and Jozsef Poor and Ekaterina Mitskevich and Dmitry Linge},

url = {https://www.sciencedirect.com/science/article/pii/S0148296319301924},

year  = {2020},

date = {2020-02-01},

journal = {Journal Of Business Research},

volume = {108},

pages = {476-486},

abstract = {The paper investigates the relationship between cultural fit, state of institutional development, the headquarters-subsidiary relationship and choice of MNCs' strategy for transferring human resource management (HRM) practices through the sample of 21 Russian subsidiaries. The results propose that exportation strategy better suits MNCs that originate from culturally close countries that enter markets with a relatively developed institutional and business environment. Adaptation strategy is suitable for home countries that are culturally distant, while integration strategy appears to be universal and allows capturing the benefits and mitigating the drawbacks of other strategies. The paper also discusses the connection between the establishment mode, which serves as a formal operationalization of the headquarters (HQ)-subsidiary relationship, and knowledge flows. The result can be important for Central and Eastern Europe (CEE) countries and to support the decision-making process for MNCs considering entering this region.},

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@article{mihailova_2192,

title = {Dismantling institutional complexity behind international competitiveness of emerging market firms},

author = {Irina Mihailova and Andrei Panibratov and Marina Latukha},

url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/tie.22095},

year  = {2020},

date = {2020-02-01},

journal = {Thunderbird International Business Review},

volume = {62},

number = {1},

pages = {77-92},

abstract = {The paper examines the perceived role of emerging market institutions in the crea- tion of firm-specific advantages of local small- and medium-sized enterprises (SMEs) supporting international expansion and competitiveness. Our objective is to deepen conceptual understanding of the complex link between emerging market institutional factors and an ability of emerging market SMEs to compete internationally. Our empirical evidence from Russian software SMEs operating in global niche markets reveals that managers perceive institutional influence on their firms' ability to com- pete internationally in a number of direct and indirect means. We find that, in addi- tion to the well acknowledged negative impact of institutions, there are supportive and triggering forces that incentivize SMEs' international expansion and development of competitive advantages. We contribute to the literature by elaborating about the complexity of institutional influence on international competitiveness of emerging market SMEs. This research offers insights for managers about the prospects of inter- national expansion of SMEs from emerging markets.},

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@article{latukha_2132,

title = {From expatriation to global migration: The role of talent management practices in talent migration to Ghana},

author = {Marina Latukha and Joseph Soyiri and Mariia Shagalkina and Liana Rysakova},

url = {https://www.emerald.com/insight/content/doi/10.1108/JGM-12-2018-0062/full/html},

year  = {2019},

date = {2019-11-01},

journal = {Journal of Global Mobility: The Home of Expatriate Management Research},

volume = {7},

number = {4},

pages = {325-345},

abstract = {Purpose



The purpose of this paper is twofold. First, the authors aim to examine the role of talent management (TM) practices in talent migration from developed countries to Ghana that may enhance country's economic development through knowledge transfer. The paper also investigates the determinants of migration to the African countries.

Design/methodology/approach



Discussing the importance of self-initiated expatriates (SIEs), and how TM practices may contribute to global migration, the authors develop a set of propositions and build a theoretical framework showing how firms from Ghana can push SIEs to a longer stay in Ghana stimulating inward migration by implementing TM practices.

Findings



The authors claim that in the Ghanaian context expatriates may become migrants by overcoming negative perceptions about Ghana as a destination. Besides the authors argue that talent attraction and talent retention practices with governmental support, play an important role in inward migration to Ghana.

Research limitations/implications



New agenda for talent managers in Africa, namely addressing the possibilities for expatriates' retention by developing and implementing TM practices to ensure knowledge transferring from developed countries is suggested.

Originality/value



The theoretical framework provides a useful starting point for explaining the interconnections of TM and the conversion from expatriation to the global migration phenomena by African countries that broaden the TM scope beyond individual and organizational aspects. The authors state that TM systems take on the principal role of addressing talent migration especially in the African context and are capable of converting expatriates, specifically SIEs, into migrants to solve important tasks related to knowledge attraction to developing countries.},

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@article{latukha_2195,

title = {Westernization or localization of human resource management practices in CIS countries? Evidence from Kazakh firms},

author = {Marina Latukha and Konstantin Malko},

url = {https://www.emerald.com/insight/content/doi/10.1108/IJOEM-05-2016-0122/full/html},

year  = {2019},

date = {2019-07-01},

journal = {International Journal Of Emerging Markets},

volume = {14},

number = {3},

pages = {385-409},

abstract = {Purpose



The purpose of this paper is to investigate the peculiarities of human resource management (HRM) practices in Kazakh firms and identify the factors that influence them. Attention is paid to analysis of the country-specific environment, which shapes the peculiarities of HRM and provides discussion on the respective Westernization or localization perspectives.

Design/methodology/approach



The paper argues that HRM practices are influenced by a number of factors, some of which are rather specific to Kazakhstan and some are common in a Commonwealth of Independent States' context. The study uses exploratory research which includes the conduction of a survey, consisting of blocks of questions, for data collection.

Findings



The results show that despite dynamic economic growth of Kazakhstan's economy, HRM practices are still in transition from those of Soviet heritage to ones that exist in Western multinational corporations. They cannot fully match the country's needs for HRM development. Several recommendations for the future development of HRM in Kazakhstan are made.

Originality/value



The study examines the adaptation of HRM practices to the business environment in Kazakhstan.},

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@article{latukha_2158,

title = {Talent development and its role in shaping absorptive capacity in emerging market firms: The case of Russia},

author = {Marina Latukha},

url = {https://journals.sagepub.com/doi/abs/10.1177/1523422318803087?journalCode=adha},

year  = {2018},

date = {2018-11-01},

journal = {Advances in Developing Human Resources},

volume = {20},

number = {4},

pages = {444-459},

abstract = {The Problem

The overall ability to create and transfer knowledge is one of the main competitive advantages for companies from emerging economies and becomes their performance driver. As human resource development (HRD) and talent development (TD), in particular, aim to extend employees' capabilities related to innovative thinking, creativity, and their key competences, which can be necessary for knowledge creation and development, TD can be associated with a firm's absorptive capacity; however, their relationship remains underresearched. Although some studies claim about grounds for absorptive capacity, lack of analysis of absorptive capacity dimensions, specified as knowledge acquisition, assimilation, transformation, and exploitation, and its connection to TD in the emerging market context can be observed especially with the relationship to firm performance in Russia.

The Solution

We investigate the influence of TD on firm's absorptive capacity in emerging market contexts, more specifically in Russia, and confirm the link between TD in Russia and knowledge assimilation, knowledge transformation, knowledge exploitation, and knowledge acquisition.

The Stakeholders

We show the new perspective of talent management, in general, and TD, in particular, for HRD area, showing the leading role of TD in emerging market contexts that should be in a primary agenda for both researchers and practitioners.},

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@article{latukha_2197,

title = {To be involved or not to be involved? HRM competences for internationalization process in Russian companies},

author = {Marina Latukha and Anna Golubkova and Victoria Tikhonova},

url = {https://www.tandfonline.com/doi/abs/10.1080/10669868.2018.1463342},

year  = {2018},

date = {2018-06-01},

journal = {Journal of East-West Business},

volume = {24},

number = {4},

pages = {265-286},

abstract = {This paper aims to identify the list of human resource management (HRM) competencies that are crucial for a company during the internationalization process. We focus on the Russian context and investigate the level of human resource (HR) managers' involvement in the implementation of firm's internationalization strategy, HRM competencies that facilitate internationalization process of Russian companies, and HR manager's proficiency level, suitable for these competencies. Based on interviews of 125 HR managers from 110 companies, the study proves that communication competence, HR acumen, and relationship management are the most essential competencies that HR managers should possess. This research demonstrates that, in the field of internationalization there is a shift from more universal models to context-related models in terms of competence importance.},

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@article{belov_2199,

title = {The role of language in the communication process between business and government: Evidence from Russian firms},

author = {Sergei Belov and Nikolai Kropachev and Marina Latukha and Elena Orlova and Ekaterina Baeva and Vladimir Bondar},

url = {https://www.tandfonline.com/doi/abs/10.1080/10669868.2018.1463341},

year  = {2018},

date = {2018-05-01},

journal = {Journal of East-West Business},

volume = {24},

number = {4},

pages = {245-264},

abstract = {The paper investigates how language facilitates communication process between government and business. We use Russian context to show barriers and challenges of using language in official communication between governmental authorities and Russian companies. In our work, we demonstrate how language may produce employee's misunderstanding and discuss typical sources of ineffective usage of language. The results indicate that problematic issues of both linguistic and non-linguistic nature can lead to serious implications for successful communication between government and business in Russia. We found that documentations' complexity, which is perceived as such due to a complicated subject area they belong to (legal, tax, etc.) and language insufficiency applied are most likely to raise multiple problems related to government's communication with business.},

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@article{latukha_2203,

title = {Can talent management practices be considered as a basis for sustainable competitive advantages in emerging market firms? Evidence from Russia},

author = {Marina Latukha},

url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/tie.21778},

year  = {2018},

date = {2018-02-01},

journal = {Thunderbird International Business Review},

volume = {60},

number = {1},

pages = {69-87},

abstract = {his study aims to prove the influence of talent management (TM) practices on competitive advantage (CA) in internationalized Russian firms. As a phenomenon, TM is rather new and controversial in the emerging-market context, and despite the amount of research devoted to TM practices, there is little said about how TM influences CA in emerging-market firms. This study explores the peculiarities of TM practices in Russian companies and empirically proves a positive relationship between TM practices and CA in the emerging-market context. The article identifies a number of specific TM practices that influence CA. We argue that succession planning and career development have the greatest impact on CA in Russian firms.},

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@article{latukha_2201,

title = {Talent development and a firm's performance: Evidence from Russian companies},

author = {Marina Latukha},

url = {https://journals.sagepub.com/doi/abs/10.1177/0306307017740182?journalCode=gema},

year  = {2018},

date = {2018-01-01},

journal = {Journal of General Management},

volume = {43},

number = {2},

pages = {51-62},

abstract = {The study investigates talent development (TD) as a part of human resource management (HRM) using the emerging market context and its influence on a company's performance in Russian companies. Attention is paid to the analysis of TD programs that are used to develop talent in Russia and the factors that influence the creation and implementation of TD in Russian firms. The article explores and provides a number of ideas and conclusions about TD elaboration, realization, and talent practices' improvement in the Russian context. The data shows that the positive connection between TD efforts and a company's performance can be found in emerging market firms. The findings contribute to the field of HRM by showing that TD significantly influences organizational results.},

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@article{latukha_2261,

title = {Does corporate language influence career mobility? Evidence from MNCs in Russia},

author = {Marina Latukha and Anna Doleeva and Maria Järlström and Tiina Jokinen and Rebecca Piekkari},

url = {https://www.sciencedirect.com/science/article/pii/S0263237315001309},

year  = {2016},

date = {2016-08-01},

journal = {European Management Journal},

volume = {34},

number = {4},

pages = {363-373},

abstract = {The paper investigates how corporate language influences the career mobility of MNC employees in Russia. We apply human capital theory to show how language may be valued in an organizational context. In our work we use a framework that demonstrates that corporate language may act as a glass ceiling. The results show that employees in Russian MNCs with a lower level of corporate language skills will be less likely to consider vertical and horizontal career mobility than employees with a higher level of these language skills. Equally, employees in Russian MNCs with a lower level of corporate language skills will be less likely to consider internal and external career mobility than those employees with a higher level of these language skills. We prove that corporate language may act both as a barrier and as a facilitator for the career mobility of employees in Russian MNCs who have different levels of corporate language skills.},

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@article{latukha_2260,

title = {Talent management in Russian companies: domestic challenges and international experience},

author = {Marina Latukha},

url = {https://www.tandfonline.com/doi/abs/10.1080/09585192.2014.922598},

year  = {2015},

date = {2015-08-01},

journal = {International Journal Of Human Resource Management},

volume = {26},

number = {8},

pages = {1051-1075},

abstract = {The study investigates talent management practices in Russian and foreign companies and their influence on a company's performance. In our work, foreign companies are foreign-owned companies (multinational or global) that operate in the Russian market and their headquarters are located outside the Russian Federation. Attention is paid to the analysis of the factors that support talent management implementation. As the results of the research are based on a comparative analysis of differences and peculiarities in talent practices in Russian and foreign companies, the paper explores and provides a number of ideas and conclusions about talent management elaboration, realization and talent practices improvement in the Russian context. Our data show that talent management practices are influenced by a number of factors that are different, in parts, in Russian and foreign companies. Supplementary analysis also suggests that the positive connection between talent management efforts and a company's performance can be found.},

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@article{latukha_2263,

title = {Top management teams' competencies for international operations: do they influence a firm' results?},

author = {Marina Latukha and Andrei Panibratov},

url = {https://journals.sagepub.com/doi/10.1177/030630701504000404},

year  = {2015},

date = {2015-06-01},

journal = {Journal of General Management},

volume = {40},

number = {4},

pages = {45-68},

abstract = {Firms currently face numerous challenges when they operate abroad. To overcome these challenges many researchers define a set of vital factors that influence companies' successful operations in international markets. Among others, an important factor is the competencies of the top management team (TMT), which significantly influence an organisation's results. Currently, there is a lack of studies either observing the role of TMTs' competencies when a company decides to operate internationally or proving that a top manager's competencies are related to a firm's performance. To fill that gap, this paper explores how a TMT's competencies are associated with the realisation of a firm's international operations. The findings indicate that there is a strong correlation between top management competencies and the successful realisation of a firm's operations in international markets. Moreover, the evidence suggests that the most significant competencies for this are superior cognitive and analytical capabilities, ability to create and to use foreign contacts, project aptitude, and ability to create multicultural interaction. The research is based on the evidence of Russian companies operating in foreign markets.},

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