Social Networking Sites (SNS): Talent Management in Emerging Markets — India and Mexico

Abstract

Purpose

The main goal of this research is to describe the talent management process via social networking sites (SNS) in emerging economies of India and Mexico.

Design/methodology/approach

The chapter uses a conceptual approach to detail the subject matter and adopts two theoretical frameworks to enhance understanding of the topic.

Findings

India and Mexico have welcomed various forms of SNS as strategic organizational tools for talent management. In India, Orkut is adopted to attract technical employees, Facebook is used to source overseas applicants, and Linkedin is sourced for management professionals. In Mexico, Facebook, Twitter, and YouTube predominantly provide applicants for young talent, while LinkedIn provides applicants for upper-level talent. This research also identifies the role of national cultures and data privacy laws in both these countries.

Research limitations/implications

This research is a conceptual paper and any future research will benefit from having either empirical or qualitative research to substantiate the results.

Practical implications

Practitioners might also benefit from this chapter as it distinguishes how different cultures use SNS for recruitment practices. Some cultures prefer to use SNS predominantly for its social aspect while others favor its practicality value. Global managers may be interested to identify where social networks are easily accepted for work-related practices.

Originality/value

There seems to be a paucity of research on SNS in emerging economies. This chapter provides pioneer work in two emerging economies by identifying relevant statistics, developing a model, and listing current SNS. Thus this research helps fill the gap in the extant cross-cultural literature on SNS.

Citation

Rao, P. (2014), "Social Networking Sites (SNS): Talent Management in Emerging Markets — India and Mexico", Social Media in Strategic Management (Advanced Series in Management, Vol. 11), Emerald Group Publishing Limited, Leeds, pp. 259-276. https://doi.org/10.1108/S1877-6361(2013)0000011017