Drawing on the utility of paradox theory and adopting a micro‐practice perspective, we explore the implementation of high potential talent development (HiPo) programs in multinational corporations (MNCs). In doing so we take an emergent approach to implementation and seek to cast light on some of the day‐to‐day tensions that arise, along with key responses that salient actors appear to make when navigating these paradoxes. Through an inductive, mixed method study involving nine MNCs, we found that, over time, actors construed three particular sets of performance paradoxes relating to variations in their goals, in their beliefs, and in their roles in the particular HiPo programs in focus. We also found that these actors responded to the tensions experienced using an assortment of both defensive and proactive actions. Finally, we uncovered that both the tensions and responses in play vary with the implementation phase of the HiPo program. We highlight some key practice implications that arise from our work, acknowledge attendant limitations and identify possible directions for future research.

中文翻译：

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人才紧张：在跨国公司中实施高潜力人才培养计划的微观实践观点

利用悖论理论的效用并从微观实践的角度出发，我们探索在跨国公司（MNC）中实施高潜力人才培养（HiPo）计划。在此过程中，我们采取了一种新兴的实施方法，力图阐明一些日常出现的紧张局势，以及重要角色在应对这些悖论时似乎做出的关键回应。通过涉及9个跨国公司的归纳，混合方法研究，我们发现，随着时间的推移，演员会解释三组特定的绩效悖论，这些悖论与目标，信念和在特定HiPo计划中的角色的变化有关。我们还发现，这些行为者通过采取防御和主动行动来应对经历的紧张局势。最后，我们发现，HiPo计划的实施阶段会产生紧张和响应。我们重点介绍了我们工作中产生的一些关键实践含义，承认随之而来的局限性，并确定了未来研究的可能方向。