Yes / We examine how managers in Oman make sense of localization policies (Omanization) through their use of talent management (TM). Through an institutional logics (IL) lens, it is possible to examine how organizations confront institutional complexity and understand the interplay between state, market and societal logics. The paper analyses twenty-six interviews with managers in the Petroleum and Banking sector and is the first to examine TM within the context of Omanization using a layered, IL perspective. The paper finds that punitive state logics encourage organizations to focus on the societal wellbeing of their TM measures and inspires a sense of corporate social responsibility. Yet, the market logic dictates a stratified and differentiated approach that manages impressions of inclusivity while safeguarding organizational interests.
| Identifer | oai:union.ndltd.org:BRADFORD/oai:bradscholars.brad.ac.uk:10454/17818 |
| Date | 06 May 2020 |
| Creators | Glaister, A.J., Al Amri, R., Spicer, David P. |
| Publisher | Routledge |
| Source Sets | Bradford Scholars |
| Language | English |
| Detected Language | English |
| Type | Article, Accepted manuscript |
| Rights | © 2019 Informa UK Limited, trading as Taylor & Francis Group. This is an Author's Original Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on 20 Feb 2019 available online at http://www.tandfonline.com/10.1080/09585192.2018.1496128 |
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