Edited by Robert Taylor and Bernadette Andreosso-O’Callaghan
AbstractEmerging Chinese MNCs have rapidly expanded their network of subsidiaries both in the developed and in developing countries over the last two decades. As has been widely documented, expatriation is a crucial issue in such a process. However, the available academic literature has focused mainly on MNCs from industrialized countries, i.e. western and Japanese MNCs. Are there specificities in expatriation by Chinese emerging MNCs? Specificities may be expected due to the lack of experience of these MNCs, and due to particular conditions at home – including working and living conditions and the fact that most emerging Chinese MNCs are state owned, for instance. In order to answer such a question, this study is based on a qualitative investigation of 18 cases of carefully selected Chinese MNCs. Key words: emerging Chinese MNCs, expatriation policies, cross-cultural management.
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