![]() It follows that organizations need to adopt a strategic approach to developing their human resources in general and talent more specifically to sail through the storm of crises (Lengnick‐Hall et al., 2011). Linnenluecke ( 2017) observed that developing organizational resilience requires considerable investment during normal times in order to prepare for and overcome challenges that emerge as the crisis unfolds in a variety of ways in different parts of the world. 682), resilience is “arguably the most important positive resource for navigating a turbulent and stressful workplace,” for example, in the context of cross‐border mergers and acquisitions (Khan et al., 2020) and global pandemic (Bailey & Breslin, 2021). According to Avey, Luthans, and Jensen ( 2009, p. The notion of resilience is central to developing organizational capability “to respond to external threats,” which “depends on the strength of employees” (Bailey & Breslin, 2021, p. This is especially the case for multinational enterprises (MNEs), whose subsidiaries are exposed to different levels of emergencies and resource constraints across the world and therefore require different responses from the strategic human resource management (HRM) perspective (Collings et al., 2021). Global crises such as the Covid‐19 pandemic have profound impacts on society and present significant challenges to organizations (Bailey & Breslin, 2021). The study has practical implications for Korean MNEs and the organizational resilience of MNEs' subsidiaries during crises more generally. Drawing on agency problems at the subsidiary level and bounded rationality at the headquarters level as factors that may bring about failure in TM in MNEs, as well as a core competence perspective, we shed light on the importance of the three‐layered governance structure of MNEs in the analysis of GTM and MNE subsidiaries' resilience. Based on the sample of 166 Korean MNEs and their 1227 foreign subsidiaries, including 293 regional headquarters, operating in 49 host countries, this study shows a positive and significant impact of GTM on the resilience of Korean MNEs subsidiaries. This study contributes to the GTM and crisis management literature by examining the role of GTM in MNE subsidiaries' resilience during the Covid‐19 crisis. To date, few studies have examined the relationship between global talent management (GTM) and the organizational resilience of multinational enterprise (MNE) subsidiaries during crises. Resilience is central to developing organizational capability to respond to global crises such as the Covid‐19 pandemic.
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