Chair ofHuman Resource Management & Intercultural Leadership
"Human Resource Management is crucial for gaining competitive advantage. It has an important impact on the interaction of people within the company. In an international and multicultural context, HRM becomes a fascinating field of research."
- Prof. Dr. Marion Festing
Renault Chair in Intercultural Management
Placed under the aegis of the ESCP Foundation, the Chair in Intercultural Management stems from the desire shared by Groupe Renault and ESCP to propose a privileged place for learning and expertise on matters related to intercultural management.
This chair is led by Prof. Dr. Marion Festing.
Excellence Centre for Intercultural Management, Diversity and Inclusion (CIMDI)
Embracing culture and diversity | The Excellence Centre for Intercultural Management, Diversity and Inclusion supports students and professionals in developing their intercultural competences. It offers innovative learning formats that enable individuals to become culturally competent global leaders. In addition, it conducts high-profile academic and practice-oriented research projects in the field of intercultural management, and aims at collaborating with a large network of academics and organisations.Know More
Talent Management Institute (TMI)
The mission of the Talent Management Institute is to support companies in the war for talent by providing state-of-the-art talent management research and creating a distinct community of TM experts for knowledge sharing.
We offer the following courses:
- Core Course: Human Resource Management for Managers
- Elective: International Human Resource Management
- Elective: Human Resource Management and New Ways of Working
- Specialisation: New Ways of Working in the Digital Age
Sustainability Entrepreneurship and Innovation
- Core Course: Intercultural Management
- Core Course: Leadership, Teams and Collaboration
- Course: Intercultural Management
- Elective: Intercultural Human Resource Management
- Core Course: Managing People and Organisations
- Elective: Human Resource Management for Executives
- Elective (blended): Intercultural Management in Team and Leadership Settings (including Serious Game: Moving Tomorrow)
- Course: Women in Leadership
- Various courses in Customised Executive Education on Human Resource Management, New Ways of Working, Managing People and Organizations, Intercultural Leadership, Intercultural Management, Female Leadership, Diversity and Inclusion, Unconscious Bias, MBTI
The main research focus of the Chair of Human Resource Management and Intercultural Leadership is on International Human Resource Management and Cross-cultural Management. Marion Festing has co-authored textbooks in German and in English language.
Currently, several research projects are investigated by the team of the Chair of Human Resource Management and Intercultural Leadership. Research questions are usually placed in a broader theoretical context. They address topics in (International) Human Resource Management, Talent Management, Intercultural Management, Diversity and Inclusion.
Often the analyses include individual, organizational as well as broader context perspectives. All projects include qualitative or quantitative empirical investigations.
Current research topics
International HRM: Global Reward Management
The project investigates the relationship between the centralization of reward management decision-making and its perceived effectiveness in multinational enterprises. Our results show that headquarters managers perceive a centralized approach as being more effective, while for subsidiary managers this relationship is moderated by the manager’s role identity. Referring to social identity theory, the present study enriches the standardization vs. localization debate through a new perspective focusing on psychological processes, thereby indicating the importance of in-group favoritism in headquarters and the influence of subsidiary managers’ role identities on reward management decision-making.
International HRM: Global Talent Management
The link between talent management practices and retention is under-researched. We fill this research gap by proposing a conceptual framework linking global talent management practices and talent retention in multinational corporations, by exploring the role of individual careers through knowing-whom career capital and career success. Our contribution is threefold: A conceptual framework, empirical evidence and a new literature-based TM index, which makes the perceived intensity of TM programs measurable. We further suggest the concept of the endo-organization as an organization form of a talent elite.
Talent Management and Agility
Increasing global competition, the growing importance of digitalization or faster changes in customer needs and markets are the main challenges most companies have to face nowadays. Thus, the environment is unpredictable, dynamic and highly competitive which increases cost and innovation pressure for companies. To cope with those challenges the concept of organizational agility gains more and more importance, which manifests in several areas of business practices and academic research. In this project we investigate the implications for talent management.
Talent Management and Digitalization
Digitalization provides important chances for talent management including transparency and more information as a basis to take important decisions. While it will not replace the talent manager it leads to changes in talent management practices in order to attract and retain talent.
Talent Management, Inclusion and Diversity
In order to overcome the current stalemate of the seemingly opposing TM approaches (exclusive/inclusive) we conceptualize a new TM approach that combines both lines of argumentation. It takes into account that firms may want to take an exclusive approach to TM but acknowledges the importance of inclusion in this pool at the same time. This new approachis named the IE approach to TM. Another contribution of this study is the suggestion of an inclusion index for TM, which enriches the academic discussion, equips companies with a new measure to assess and monitor the extent of inclusion in their TM approach and practices and may help to avoid the negative effects of exclusive TM practices associated with homogeneous talent pools.
Culture and Cross-Cultural Education
Throughout the last six decades, a large proportion of cross-cultural research in organizational psychology and management has assumed culture to reside neatly within the boundaries of countries. While this perspective on culture still enjoys considerable popularity in present day research, it has been increasingly scrutinized by recent contributions presenting empirical evidence of within-country cultural heterogeneity. Capturing this cultural heterogeneity and analyse the implications for cross-cultural education is the objective of this research project.
The research objective is to investigate the role of job embeddedness as a predictor of employee retention across cultures, and how leadership behaviours and attitudes can drive job embeddedness. This project is conducted within the CCMN, a network of numerous research teams worldwide. View here the Country Collaborators.
(Sustainable) HRM & Non-financial Reporting
The DFG-funded international research project entitled “The effects of non-financial reporting legislation on human resource management practices and corporate governance in Germany and Poland – Analyzing the impacts of Directive 2014/95/EU” investigates the impact of Directive 2014/95/EU, as translated into national law, on HRM practices and corporate governance in Germany and Poland. Hereby, we not only examine the effects of the related laws with respect to corporate non-financial disclosure, but also in regards to the real changes of organizational practices and corporate governance configurations such as increased implementation of socially responsible HRM practices. View here for further project information, publications and all international project team members.
Find an overview
Global employees and exogenous shocks: considering positive psychological capital as a personal resource in international human resource management
JOURNAL OF WORLD BUSINESS, 58 (3), 101444
International Human Resource Management
Cengage Learning, 452
Other Intellectual Contributions
Befähigen statt zukaufen
PERSONALWIRTSCHAFT, 4/2023, 16-19
Do global talent management programs help to retain talent? A career-related framework
INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, 33 (2), 203-238
Paving the way for progress in employee agility research: A systematic literature review and framework
INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, 33(22), 4386-4439
Talent and Talent Management in Ambidextrous Organizations—Framework and Research Agenda addressing the Challenges of Complexity and Dynamism
In: Talent Management: A Decade of Developments, Vlad Vaiman, David Collings, Hugh Scullion Emerald
Global Alignment or Localization? An Empirical Examination of Global Reward Management in MNEs from a Subsidiary Perspective
INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, 32 (3), 680-718
Talent Management and Generational Differences and Challenges
In: The Routledge Companion to Talent Management, Tarique I. Routledge, 241-252
Human resource management [in Dubai] - a national business system perspective
INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, 31 (4), 1863-1890
Socially responsible HRM reporting in Russia: a modern practice embedded in the past?
JOURNAL OF EAST EUROPEAN MANAGEMENT STUDIES, 25(4), 648-670