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Chair of
Human Resource Management & Intercultural Leadership

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

Renault Chair in Intercultural Management

Placed under the aegis of the ESCP Europe Foundation, the Chair in Intercultural Management stems from the desire shared by Groupe Renault and ESCP Europe 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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We offer the following courses:

Master in

  • Elective: International Human Resource Management
Go to the programme

Master in
Entrepreneurship and Sustainable Innovation

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

Master in
Strategy and Digital Business

  • Course: Intercultural Management
Go to the programme


  • Elective: Intercultural Human Resource Management

MBA in
International Management

  • Elective: International Human Resource Management
Go to the programme

Executive MBA

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


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


  • Core Course: Intercultural Research Methodology
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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 analyze 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 behaviors 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


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 Europe Working Paper No. 51. Berlin ESCP Europe Wirtschaftshochschule Berlin.

Find an overview


Team and contact

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

Prof. Dr. Marion Festing

Chair Owner
Dr. Lynn Schäfer,Head of Talent Management Institute, Human Resource Management & Intercultural Leadership chair, Berlin Campus, ESCP Europe

Dr. Lynn Schäfer

Head of Talent Management Institute
Sina Kraus, Research Associate, Human Resource Management & Intercultural Leadership chair, Berlin Campus, ESCP Europe

Sina Kraus

Research Assistant / PhD Student
Maximilian Tallgauer, Research Associate, Human Resource Management & Intercultural Leadership chair, Berlin Campus, ESCP Europe

Maximilian Tallgauer

Research Assistant / PhD Student
Tobias Schumacher,Research Assistant, Human Resource Management & Intercultural Leadership chair, Berlin Campus, ESCP Europe

Tobias Schumacher

Research Assistant / PhD Student
Juuso Tiihonen, Research Assistant, Human Resource Management & Intercultural Leadership chair, Berlin Campus, ESCP Europe

Juuso Tiihonen

Research Assistant / PhD Student
Katharina Salmen, Research Assistant, Human Resource Management & Intercultural Leadership chair, Berlin Campus, ESCP Europe

Katharina Salmen

Research Assistant / PhD Student
Ricarda Schmidt, Student Assistant, Human Resource Management & Intercultural Leadership chair, Berlin Campus, ESCP Europe

Ricarda Schmidt

Student Assistant

Former Research Assistants

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