An Empirical Study of the Influence of Culture on Talent Acquisition and Relationship with Organisational Global Ambitions in Indian Organisations

Abstract

Work organisations around the world are experiencing transformations in a range of people management practices when encountering intercultural forces of the global market based economy. In particular, the process of talent acquisition, which is recognised as a critical component of competitive advantage, has shifted significantly from traditional arrangements. Contemporary Indian organisations are not immune from globalisation influences and many have adopted a hybridisation perspective that blends with international management knowledge and historical indigenous nuances. The extent of hybridisation in 72 Indian organisations was investigated with a pluralist study design. Results of the quantitative analyses, that demonstrated national culture influenced the relationships between talent acquisition and dimensions of corporate global ambition, were confirmed with qualitative assessments. Implications and consequences are outlined.

Appendix

6.1.1 Section 1: Demographic Data

Personal attributes
1.	Please indicate your gender.
	Male □		Female □
2.	Age in years (tick one):
	Under 30 □	30–39 □	40–49 □	Above 50 □
3.	What is the highest level of education you have completed?
	University qualification □		Other (please specify) ____________
4.	How long have you been a manager in this organisation?
	Less than 6 years □	6–10 years □	11–15 years □	More than 15 years □
Affiliation attributes
5.	To what industry is your organisation affiliated: ____________________
6.	What is the type of global organisation you manage?
	Private company □	State owned company □	Government department □
7.	How many employees are there in your organisation?
	Less than 500 □	500–1000 □	1001–1500 □	More than 1500 □
8.	Please indicate the extent your organisation engages with the international arena.
	Extensive □	Moderate □	Very little □
9.	Which of the following categories best describes the market orientation of your organisation?
	Local □	Regional □	Global □

6.1.2 Section 2: Talent Selection and Recruitment

Using the scale below, please indicate the extent of your level of agreement regarding the impact that each item has had on your organisation’s international operations. Please circle as applicable.

Strongly disagree	Disagree	Slightly disagree	Neither disagree nor agree	Slightly agree	Agree	Strongly agree
1	2	3	4	5	6	7

	Recruitment
10.	External recruitment agencies are extensively used for the selection of potential managers in my organisation	1	2	3	4	5	6	7
11.	Guanxi/networking is the dominant recruiting method in my organisation	1	2	3	4	5	6	7
12.	A job centre is a main recruitment method used by my organisation for attracting managers	1	2	3	4	5	6	7
13.	In my organisation managerial recruitment is mainly done by internal appointments	1	2	3	4	5	6	7
14.	In my organisation management recruitment through connections/networking is seldom done	1	2	3	4	5	6	7
15.	In my organisation managers are often recruited from referrals by existing senior/executive managers	1	2	3	4	5	6	7
16.	It is NOT a common practice in my organisation for managers to be recruited by referrals from existing staff	1	2	3	4	5	6	7
17.	Often my organisation recruits managers by advertising in the national press	1	2	3	4	5	6	7
	Selection
18.	The selection process in my organisation requires managers to complete an application form	1	2	3	4	5	6	7
19.	In my organisation an interview panel is involved in the selection process of managers	1	2	3	4	5	6	7
20.	The selection process for managers in my organisation places importance on external references and comments from referees	1	2	3	4	5	6	7
21.	In my organisation the selection process for managers frequently uses psychometric testing (e.g., aptitude tests)	1	2	3	4	5	6	7
22.	In my organisation the selection process requires managers to undertake a medical examination	1	2	3	4	5	6	7
23.	A one-to-one interview is a dominant selection technique for managers in my organisation	1	2	3	4	5	6	7
24.	In my organisation a curriculum vita is a requirement in the selection process for managers	1	2	3	4	5	6	7

6.1.3 Section 3: Global Ambition

Using the scale below, please indicate your level of agreement regarding the global ambition of your organisation. Please circle as applicable.

Strongly disagree	Disagree	Slightly disagree	Neither disagree nor agree	Slightly agree	Agree	Strongly agree
1	2	3	4	5	6	7

	Global player
25.	My organisation has a strong intention to be involved in doing business in North America, Europe, Asia and the rest of the world	1	2	3	4	5	6	7
26.	In the next 5 years my organisation’s business ambition is to establish credibility as a sustainable competitive global player in the world’s key markets	1	2	3	4	5	6	7
27.	The main strategic ambition of my organisation is to be a global player of the world	1	2	3	4	5	6	7
	Regional player
28.	The strategic ambition of my organisation is to have a strong presence in only one of the four key regions of (1) North America, or (2) Europe, or (3) Asia, or (4) the rest of the world	1	2	3	4	5	6	7
29.	My organisation has a strong interest in capturing a sustainable competitive advantage in (1) North America, or (2) Europe, or (3) Asia, or (4) the rest of the world	1	2	3	4	5	6	7
30.	Being a regional player is one of the main strategic ambitions of my organisation	1	2	3	4	5	6	7
	Global exporter
31.	The main strategic objective of my organisation is to be a global exporter	1	2	3	4	5	6	7
32.	My organisation’s strategic ambition is to be a global exporter by selling home country products/services to North America, Europe, Asia and the rest of the world	1	2	3	4	5	6	7
33.	The intention of my company is to be a global exporter in the next 5 years with sales distribution in the key regional clusters of the world	1	2	3	4	5	6	7
	Global sourcer
34.	As a global sourcer my organisation acquires a large proportion of the product components in overseas markets and concentrates the sales in the domestic market	1	2	3	4	5	6	7
35.	My organisation’s strategic ambition is to procure a large fraction of the product components from world markets to sell domestically	1	2	3	4	5	6	7
36.	The focus of my company is to be a global sourcer	1	2	3	4	5	6	7

6.1.4 Section 4: Societal Values in the Work Setting

Using the scale below, please score each of the 17 items to indicate the importance of societal values in the work setting for the global operations of your organisation. Please circle as applicable.

Extremely unimportant	Unimportant	Slightly unimportant	Neither unimportant nor important	Slightly important	Important	Extremely important
1	2	3	4	5	6	7

37.	Value the tolerance of work colleagues	1	2	3	4	5	6	7
38.	Developing a harmonious relationship with others	1	2	3	4	5	6	7
39.	Supporting the notion of non-competitiveness	1	2	3	4	5	6	7
40.	Maintaining a close, intimate friendship with work colleagues	1	2	3	4	5	6	7
41.	Call for the belief of filial piety/follow parental guidance	1	2	3	4	5	6	7
42.	Uphold kindness in the working setting	1	2	3	4	5	6	7
43.	Encouraging employees to be patient	1	2	3	4	5	6	7
44.	Being courteous at work	1	2	3	4	5	6	7
45.	Promote patriotism within the organisation	1	2	3	4	5	6	7
46.	Monitoring personal steadiness and stability on a regular basis	1	2	3	4	5	6	7
47.	Protecting your ‘face’ within the organisation	1	2	3	4	5	6	7
48.	To sustain the philosophy of ordered relationships	1	2	3	4	5	6	7
49.	Having a vision of thrift for the organisation	1	2	3	4	5	6	7
50.	Adaptability to the work environment
51.	Focusing on having few desires	1	2	3	4	5	6	7
52.	The existence of moderation/eliminating or lessening extremes	1	2	3	4	5	6	7
53.	The recognition of prudence/sound judgement in practice	1	2	3	4	5	6	7