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Chair of
Human Resource Management & Intercultural Leadership

Prof. Dr. Marion Festing, Human Resource Management & Intercultural Leadership chair, Berlin Campus, ESCP"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

The team

From left: Ricarda Schmidt, Juuso Tiihonen, Sina Kraus, Dr. Lynn Schäfer, Tobias Schumacher, Michael Volk, Katharina Salmen, Max Tallgauer, 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.

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Excellence Centre for Intercultural Management (CIM)

Embracing culture and diversity | The Excellence Centre for Intercultural Management 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.

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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.

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Teaching
We offer the following courses:

Master in
Management

  • Elective: International Human Resource Management
Go to the programme

Master in
Sustainability Entrepreneurship and Innovation

  • Core Course: Leadership, Teams and Collaboration
Go to the programme

Master in
Strategy and Digital Business

  • Course: Intercultural Management
Go to the programme

Specialized
Masters

  • Elective: Intercultural Human Resource Management

MBA in
International Management

  • Elective: International Human Resource Management
Go to the programme

EMBA
Executive MBA

  • Core Course: Managing People and Organizations
  • Elective: Human Resource Management for Executives
  • Elective (blended): Intercultural Management
Go to the programme

Executive
Education

  • Course: Women in Leadership
  • Various courses in Customized Executive Education on Human Resource Management and Intercultural Leadership
Go to the programmes

PhD
Programme

  • Core Course: Intercultural Research Methodology
See more

Research

Research approach

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.

Job Embeddedness

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.

Focus on:
Last Publications

Books

Dowling, P. J., Festing, M., & Engle, A. D. (2017): International human resource management (7th ed.). Andover/UK: Cengage Learning EMEA.

Journal Articles

Festing, M., Tekieli, M. (in press): Global Alignment or Localization? An Empirical Examination of Global Reward Management in MNEs from a Subsidiary Perspective. Paper accepted for publication in the International Journal for Human Resource Management.

Conference Papers

Festing, M., Schäfer, L., Tiihonen, J. (2018): Striving for inclusive Talent Management practices: The idea of an inclusion index for TM. Paper accepted for presentation at the 7th EIASM Workshop on Talent Management, Helsinki/Finland, October 2018.

Book Chapters

Schäfer, L., Festing, M. and Harsch, K. (2018): Agilität und Talent Management: Wunsch oder Wirklichkeit?, in: Nachtwei, J., HR Consulting Review 9, VQL, 26-29.

Working Papers

Festing, M., Maletzky, M., Frank, F., Kashubskaya-Kimpelainen , E. (2010): Creating synergies for leading: Three key success factors for Western expatriates in Russia. ESCP Working Paper No. 51. Berlin ESCP Wirtschaftshochschule Berlin.

Publications
Find an overview

Display:
112 publications

Journal Article

2020

HARSCH, K., M.FESTING

Dynamic talent management capabilities and organizational agility - A qualitative exploration

HUMAN RESOURCE MANAGEMENT, 59(1), 43-61

Journal Article

2020

BONACHE, J., M.FESTING

Research paradigms in international human resource management: An epistomological systematisation of the field

GERMAN JOURNAL OF HUMAN RESOURCE MANAGEMENT, 34(2), 99-123

ESCP Impact Papers

2020

FESTING, M., S.KRAUS

The impact of the COVID-19 pandemic on global employees

ESCP Impact Papers, 2020-19-EN

ESCP Impact Papers

2020

FESTING, M., T.SCHUMACHER, Y.-Y.LEE

National responses to the COVID-19 pandemic – Observations and cultural interpretations

ESCP Impact Papers, 2020-81-EN

Journal Article

2019

SAHAKIANTS, I., M.FESTING

The use of executive share-based compensation in Poland: investigating institutional and agency-based determinants in an emerging market

INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, 30(6), 1036-1057

Journal Article

2019

BONNETON, D., S.SCHWORM, M.FESTING, M.MURATBEKOVA-TOURON

Do global talent management programs help to retain talent? A career-related framework

INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT

Chapter

2019

FESTING, M., M.TEKIELI

Global Reward Management

In: The Routledge Companion to Reward Management, S. Perkins Routledge, 209-221

Chapter

2019

SAHAKIANTS, I., M.FESTING

Rewards in European Transition States

In: The Routledge Companion to Rewards Management, S. Perkins Routledge, 392-401

Chapter

2019

TALLGAUER, M., M.FESTING, F.FLEISCHMANN

Big Data im Recruiting

In: Digitalisierung im Recruiting. Wie sich Recruiting durch künstliche Intelligenz, Algorithmen und Bots verändert, Tim Verhoeven Springer Gabler, 25-40

Journal Article

2019

HARSCH, K., M.FESTING

Managing non-family talent: Evidence from German-speaking regions

GERMAN JOURNAL OF HUMAN RESOURCE MANAGEMENT, 33(3), 249-279

Team and contact

Prof. Dr. Marion Festing, Human Resource Management & Intercultural Leadership chair, Berlin Campus, ESCP

Prof. Dr. Marion Festing

Chair Owner
mfesting@escp.eu
Micheal Volf, Chair office, Human Resource Management & Intercultural Leadership chair, Berlin Campus, ESCP

Michael Volk

Assistant
mvolk@escp.eu
Dr. Lynn Schäfer,Head of Talent Management Institute, Human Resource Management & Intercultural Leadership chair, Berlin Campus, ESCP

Dr. Lynn Schäfer

Head of Talent Management Institute
lschaefer@escp.eu
Alexandra Ballnat, Research Assistant / PhD Student, Human Resource Management & Intercultural Leadership chair, Berlin Campus, ESCP

Alexandra Ballnat

Research Assistant / PhD Student
aballnat@escp.eu
Sina Kraus, Research Assistant / PhD Student, Human Resource Management & Intercultural Leadership chair, Berlin Campus, ESCP

Sina Kraus

Research Assistant / PhD Student
skraus@escp.eu
Katharina Salmen, Research Assistant / PhD Student, Human Resource Management & Intercultural Leadership chair, Berlin Campus, ESCP

Katharina Salmen

Research Assistant / PhD Student
ksalmen@escp.eu
Tobias Schumacher, Research Assistant / PhD Student, Human Resource Management & Intercultural Leadership chair, Berlin Campus, ESCP

Tobias Schumacher

Research Assistant / PhD Student
tschumacher@escp.eu
 

Former Research Assistants

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