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<p>Asia has been and continues to be a critical area for international business, and for multinational enterprises (MNEs), executing region-wide strategies in Asia hinges on human capital. However, such human capital is embedded in highly diverse contexts across Asia’s subregions, complicating cross-national cooperation and necessitating coordination at the regional level. In this perspective paper, we explore how MNEs can enhance the management of people and talent across Asia. Integrating regional strategies, regiocentric integration mechanisms, and the different strategic orientations of international human resource management (IHRM) and global talent management (GTM), we propose a framework in which optimal IHRM–GTM architectures are developed through the processes of translation, coordination, and calibration. This framework describes how MNEs can sustain locally legitimate HRM practices while simultaneously constructing regionally integrated GTM. We also outline future research directions to deepen our understanding of how MNEs can build resilient, high-performing workforces across one of the world’s most dynamic regions.</p>

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International human resource management and global talent management in Asia: a regional strategic perspective and future directions

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2026年2月9日

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  • Tomoki Sekiguchi,
  • Tamiko Kasahara

摘要

Asia has been and continues to be a critical area for international business, and for multinational enterprises (MNEs), executing region-wide strategies in Asia hinges on human capital. However, such human capital is embedded in highly diverse contexts across Asia’s subregions, complicating cross-national cooperation and necessitating coordination at the regional level. In this perspective paper, we explore how MNEs can enhance the management of people and talent across Asia. Integrating regional strategies, regiocentric integration mechanisms, and the different strategic orientations of international human resource management (IHRM) and global talent management (GTM), we propose a framework in which optimal IHRM–GTM architectures are developed through the processes of translation, coordination, and calibration. This framework describes how MNEs can sustain locally legitimate HRM practices while simultaneously constructing regionally integrated GTM. We also outline future research directions to deepen our understanding of how MNEs can build resilient, high-performing workforces across one of the world’s most dynamic regions.