“An analysis of the gap in skill level between expatriate managers and host country managers (Subsidiary managers) to determine if the current training and development practices in MNC subsidiaries in China can minimize the skills gap”

1. “Ananalysis of the gapin skill level betweenexpatriate managers and
host country managers (Subsidiarymanagers) to determine if the
current training anddevelopment practices in MNC subsidiaries in
China canminimizethe skills gap”
Author Joseph Uzah

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Contents
1. Research Topic.................................................................................................................. 2
2. Research Background.........................................................................................................2
3. Aims and Objectives ..........................................................................................................2
4. Literature Review .............................................................................................................. 3
4.1 - (Nguyen and Hong 2013) Conceptual Local knowledge acquisition frame work..................... 5
4.2 Literature Review Closing Remarks....................................................................................... 6
4.3 Literature list to be reviewed ............................................................................................... 6
5. Research Paradigm............................................................................................................ 8
6. Research Design................................................................................................................ 8
7. Research Methods............................................................................................................. 9
7.1 Sample Manager Questions to be refined............................................................................. 9
7.2 Sample Questions for the HR manager to be refined ............................................................. 9
9. Method Triangulation...................................................................................................... 10
10. Data Analyses/interpretation........................................................................................ 10
11. Access and Research Ethics .......................................................................................... 10
12. Potential Outcomes ..................................................................................................... 11
13. Gantt chart...................................................................................................................... 11
13.1 The break down of the 16 week Gantt Chart are as follows: ............................................ 11
14 Bibliography.................................................................................................................... 13

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1. ResearchTopic
This research topic chosen is an analysis of the skill level gap between expatriate managers
and host country managers (Subsidiary managers) to determine if the current training and
development practices in MNC subsidiaries in China can minimize the skills gap. The research
context will be based on the automotive industry in China and the case company will be BFDA
(Beijing Foton Daimler Automotive). The literature review will serve as a platform for
evaluating the current perception of effectiveness of training and development strategies in
MNC subsidiaries in china. The dissertation however, will expand upon the literature by
delving deeper in effort to understand if there is a direct correlation between the skills gap
and training and development techniques currently employed? And if so what are the
inefficiencies of the current training and development plans currently adopted and if void of
any inefficiencies ascertain if the current training practices can minimise the skills gap?
2. ResearchBackground
As Multinational Corporation’s (MNCs) continue to focus on their expansion strategies in
China, attracting, retaining and developing local staff members has been continually
highlighted as critical success factor. China being one of the largest countries and equivalent
to 19.24 9 (worldometre 2015) percent of the world’s population has often struggled to keep
up with advancements made in the area of staff training and development in western
societies. MNCs often adopt an ethnocentric approach to staffing at top level management in
subsidiaries, opting to fill positions with expatriates rather than local managers. The use of
expatriates is often viewed by many MNCs as a quick an effective mean of knowledge
transfers due to the level of specialised skills and tacit knowledge an expatriate might bring
to a MNCs subsidiary.
3. Aims andObjectives
The interest in the research topic is as aresult of the author’s professional background. Having
worked in corporate training in China with automotive companies such as Mercedes Benzes,
Foton, CAF (Changan ford) and BFDA (Beijing Foton, Daimler Automotive), the author is
familiar with the current training techniques, standards adopted by both Local and Joint
venture car manufactures. In addition to the knowledge of the training techniques, the author
through various one on one cultural etiquette training sessions with managers and vice
presidents at the companies mentioned. In addition to this the author has gained an insight
into the organisational structure of the companies. An important observation was made while
working in China, across all companies a majority of the most influential top positions such as
the CEO, CIO, Regional director positions in the organisations were held by expatriates. From
various discussions with managers and various expatriates there seemed to be a general
consensus that most jobs required expatriate staffing due to the lack of particular skill sets in
the Chinesesubsidiaries.This prompted the author to question why the right skill sets weren’t
being developed in subsidiaries. In order to reduce the reliance on expatriates.

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The observations highlighted above have therefore formed the basis of the research topic, to
analyse the training and development environment in China and the key role it plays in
minimising the skill gap between expatriates and local managers.
To explore the research topic further, the following questions and objectives will be centre
focus throughout the dissertation:
 To determine the skill sets which are required by senior level positions in MNC
subsidiaries in China.
 To review and establish which skills are lacking in the Chinese workforce leading to
direct demand for the use of expatriate to fill senior positions in MNC subsidiaries.
 What are the current training and development practices currently employed by
MNCs in their subsidiary operations that can foster those skills set?
 Are the training and development practices currently adopted up to date?
The main area of the MNC’s business operations directly related to the research topic is its
strategic human resource management (SHRM). The research topic will not only be relevant
for training and development but also recruitment and other business operations and
departments as it provides a clear insight into the current skills levels and efforts being made
to further develop those skills.
4. LiteratureReview
The proposed starting point for the research would be based on (Bjorkman and Fan Xiucheng
2002) “human resource management and the performance of western firms in china”. The
particular research was chosen first to give insights into how current HRM versus previous
HRM practices differ? The research uses dependant and control variables. The dependents
variables were used due to MNCs having diverse goals in china such as market share cost
reduction and long term and short term profits. The control variables explore how a firm’s
experience might influence the HR outcomes. Bjorkman created a hypothesis based on his
finding stating
“There will be a positive relationship to the extent to which the firm uses a high
performance HRM system and organizational performance”
This hypothesis touched on previous studies on firms, HRMand how firm must link their HRM
strategy to the company’s strategyto gainsustainedcompetitive advantage (Schuler, r, 1987).
The study in general examines the relationship between HRM and a MNCs performance. The
strength of this case study is the in-depth research which was done. The data gathered
consisted of sixty-two manufacturing and western joint ventures and wholly owned
subsidiary. It is important to recognize that the study is heavily focused on performance and
as such does not go in two details on matters such as cultural differences. Considering this
the literature review gives a perspective on how firms have measured the impact of HRM on
multinational company’s performance, it is a good starting point for the proposed thesis topic
as It shows the importance of HRM for firms and how having the right strategic fit between a
firm and its HR practice will lead to a higher performance (Schuler and Jackson 1990). In the
case of the research it will help in developing the interview questions aimed at finding out if

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current HRM practices in subsidiaries are perfectly aligned with the with the goals of
enhancing talents and reducing skills gap?
The next step of the literature review will be to look at the role of HRMin china. To first study
that will be used is the ‘Dilemma theory’ (Hampden et al., 2002). The dilemma theory talks
about the difficulty firms have in building synergy between the host country subsidiary and
parent company HR practices. The study also describes HRM strategies and staffing polices
which may be employed by the subsidiary (Polycentric, Ethnocentric, and Geocentric).
Hampden suggests the ethnocentric approach as one taken by a company in seeking to
maximize its parent company’s control over the subsidiary. The polycentric approach is
adopted by MNCs who seek to adapt their HR strategies to local situations in the host country
specifically. The polycentric approach could be said to resemble that of local firms due to a
high level of ambiguity. The geocentric is a combination of the first two and as such it
combines and balances global integration with local responsiveness. The literature will be a
platform for understanding why MNCs staffing decision can be guided by the changing
institutional environment in China determining the use of the expatriate vs local country
nationals. This is highly important as it is one of the pillars that support the research, the
article suggests to some degree the changing laws and regulations such a Quotas that restrict
MNCs use of expatriates.
Another area of focus is the role expatriates play in the subsidiary. To help understand this
the literature review to be used will be (Sheng Wang and Tony w. Wong 2009) article on
expatriate utilization. In the article it is quoted that “Knowledge transfer is particularly critical
to MNCs’subsidiaries inemerging economies” Sheng Wang alsosuggests thatexpatriates role
in knowledge transfer is not only down to their technical superior skills but also their
motivational abilities as well. The article goes further by drawing from “Jay Barney Resource
base view” (2001) and focusing on expatriates with unique characteristics which are rare and
valuable. Such expatriates embody knowledge described as explicit easily transferable and
tacit deeply rooted in the mind and not so easilytransferable.(Sheng Wang and Tony w. Wong
2009) article will give the research a fine platform to start evaluating the skills gap between
expatriates and Local managers. The articles mention the use of expatriate’s dues to the lack
of technical and managerial skills in subsidiaries managers.
To understand the importance of the research topic, the next area to focus on is the
importance of the role Local managers in subsidiaries play in the continued success of MNCs
operations in their subsidiaries. (Joerres, Jeffrey A., 2011) “Beyond expats: Better managers
for emerging markets” article states that the most severe talent gap in China is at senior
management level. The article also states the era of expatriate managers is coming to an end.
The article goes further to critic expatriate managers and their abilities at adapting to local
cultures and furthermore states that Companies with reputations for developing local leaders
are far more likely to attract the talent they need to pursue attractive growth opportunities .
(Joerres, Jeffrey A., 2011) also state that MNCS seeking to succeed in emerging markets
should adopt a “reverse expatriate” approach to staffing.Theapproach will seeLocalmangers
talents being developed by placing the local managers in senior positions and rotating them
across some of the companies more mature businesses operations outside their current

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market. According to the article by doing this the development of local managers will
ultimately create a more competitive and sustainable organization as the battle for skilled
workers continues. The (Joerres, Jeffrey A., 2011) article is particularly important as it is one
of the main reasons why the research is focusing on the subsidiaries side of things (local
managers). The article shows the importance of why developing local talents could lead to an
overall improved performance for the MNC. Another area of literature to be reviewed is the
Local knowledge acquisition of foreign subsidiaries in Vietnam and China by (Nguyen and
Hong 2013). Their article discusses how MNC can develop local knowledge acquisition in their
subsidiary using the conceptual local knowledge frame work below:
4.1 - (Nguyen andHong2013) ConceptualLocal knowledge acquisitionframe work
Source:
http://www.researchgate.net/profile/Jacky_Hong/publication/265789090_Local_knowledge_acquisition
_of_foreign_subsidiaries_in_Vietnam_and_China/links/541bd6500cf203f155b33119.pdf
The frame work is particularly important to the research as it will be used to measure the
effectiveness of training and development techniques used in MNCs subsidiaries. (Nguyen
and Hong 2013) focus on how a firm should set about developing and nurturing Local talents
in their subsidiaries. By developing parts of the research questions based on the frame work
the answers to the last 2 objectives would be more likely identified:
In further studies the research will focus on the cultural differences between the west and
china and the impact on human resource practices. The first model to be looked at will be the
Geert Hofstede (1980) dimensions which include power distance, uncertainty avoidance,
individual vs. collectivism, Masculinity versus Femininity and long term orientation. The
author establishes that culture is complex and by breaking up the elements, it makes it easier
to compare multiple cultures together effectively. The literature however has come under
criticismas it is often seen to be out dated. It was also stated in an article by (Schneider 1988)
that “the construct of culture has caused much confusion”. According to that statement it

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would be quite difficult to judge how people based on a set of element. Cultural is constantly
changing and with the age of the internet people are getting more connected and influenced
by other cultures other than theirs. This also adds to the argument of the limitation of the
Hofstede research. The model developed by (Schein 1985) sought to reduce/ eliminate the
element of confusion in relation to culture. The model also reduced the complexity of other
models by presenting culture in three levels:
• Behaviours and artefacts
• Beliefs and values
• Underlying assumptions
Although both models have discussed the impact of culture on a firm’s practices, the Schein
model focuses more on the individual rather than a Hofstede generalized view of a group of
people. All models mentions will particularly be in protectant for the dissertation stage when
conducting interviews.
4.2 Literature Review Closing Remarks
The research discussed in the literature review in essence is extremely relevant as a starting
point for the proposed Thesis Topic However, there are gaps in relation to the measurements
of the training practices suggested.It goes in detail as to the origins of the problem faced with
expatriates and local staffing however, it does not go into much specific detail as to the skill
difference between the expats and local staff members. Most of the literature reviewed are
highly qualitative in nature with some reference to some quantitative industrial data. The
literature unfortunately does not go into detail as to the current training and development
practices currently employed by the MNCs. From reading the literature most of the
information is very generalised and theoretical in nature. To validate the accuracy of the
literature going forward a highly qualitative approach would be required during the data
collection during the dissertation phase of studies to not only gain insights into current
training practices adopted but also as stated to validate the accuracy of the theory from
qualitative and quantitative data in the literature review. The literature review has helped in
pointing the research in the right direction based on the roles expatriate and local workers
play in subsidiaries, a perception of the skills gap between the two, and an understanding of
the cultural difference due to the joint venture case study selection in the research design
and finally HRM practices in China.
4.3 Literature list to be reviewed
Bjorkman I, et al, Xiucheung, F (2002), ‘Human resource management and the performance
of western firms in China, pp853-864.
Bjorkman I, et al, Smale A, Sumelius J, Suutari V and Lu Y, ‘Changes in institutional
environment and MNC operations in China Subsidiaries practice in 1996 versus 2006’.,
Elsevier review 17 pp. 146-158.
Barney J, ‘Firm resources and sustained competitive advantage’, Texas (A & M) vol 17 no 1 pp
99-120.

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Joerres J, ‘Beyond expats: Better managers for emerging markets’ McKinsey Quarterly,
00475394, 2011, Issue 2 2011.
Nguyen T, et al, Hong J, ‘Local knowledge acquisition of foreign subsidiaries in Vietnam and
China’ emerald vol 21 No 4 pp 312-333
Oliver, N, et al,Holweg, M & Luo, J (2009), 'the past,present and future of China's automotive
industry: a value chain perspective' International Journal of Technological Learning,
Innovation and Development, vol 2, no.1-2, pp. 76-118., 10.1504/IJTLID.2009.021957
Ke Jie, et al, Chermack J, Lee, Yu, Lin Jie, ‘National human resource development in
transitioning societies in the developing world: The People’s Republic of China. Advances in
developing human resources Vol 8, No 1 February 2006(sage) pp 28-45
Liu Z, et al, Li J, Zhu H, Cai Z, Wang L ‘Chinese firms’ sustainable development—The role of
future orientation, environmental commitment, and employee training’ Springer Science and
Business Media, LLC 2012 pp 195-215
Miles, et al R.E., C.C. (1984): ‘designing strategic human resource systems’, organizational
dynamics, and summer pp 36-52.
Perlmutter, H, ‘The tortuous evolution of the Multinational Corporation’ Columbia journal
copyright 2001.
Richard D, ‘How U.S. companies can fill the skills gap?’ fortune insider, McKenzie, times INC
2015
Rich K, et al, Joerres J ‘Manpower Group’s Jeff Joerres on the Skills Gap’Forbes.com.
3/7/2012, p58-58. 1p.
Ryan, et al, John R, ‘The Coming Leadership Gap: What You Can Do about It’Bloomberg.com.
12/16/2009, p18-18. 1p.
Schuler S, et al, Jackson S, ‘Linking competitive strategies with human resource management
practices’ the academy volume 1 pp.207-219.
Shen J, et al, Edwards V, ‘international human resource management in Chinese
multinationals’ Routledge publications Madison Ave, New york10016 pp 20-127.
Schneider C, ‘national vs., corporate culture implications on management’ John Wiley &
son’s inc.vol 27, pp 231-246.
Wang s, et al, Tong W. T, ‘expatriate utilization and foreign direct investment performance:
Mediation of role of knowledge transfer’ instead journal of management volume 35 No.5
October 2009 pp1181-1201.
Warner M, ‘Management training and development in China revisited’ Taylor and Francis,
Asia pacific business review Vol. 17 October 2011 pp397-402

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Xiaodong W, ‘the impact of foreign direct investment on the relative return to skill,Economics
of Transition Volume 9 (3) 2001, 695–715
Zhang M., (2003) ‘Transferring human resource management across national boundaries,
emerald, volume (25) pp 614.
5. Research Paradigm
The philosophy underpinning the research design and chosen research methods is an
interpretivism philosophy. The interpretivism philosophy studies was chosen because it
focuses on meaning and may employ multiple methods in order to reflect different aspects
issues (Collins, 2010, p.38). According (Collins, 2010) the major disadvantage of this
philosophy is that there is great room for bias on behalf of researcher. In regards to the
research objectives, there are different elements involved (Expatriate, Local managers, skill
levels and training and development). The research will mainly be explanatory in nature with
a slight element of a descriptive nature to identify current training practices and based on
results identify if the practices are up to date The research will combine both the deductive
and inductive approach focusing heavily on collection of qualitative data. The deductive
approach is necessary as parts of the research objectives are based on theoretical view of
expatriate superior skill level in terms of technical and management skills gap between
expatriates and Chinese managers. The inductive approach will focus on the last two
objectives and once the skill gaps are analysed and the interviews conducted a theory can be
formed as to the effectiveness of the training development practices currents being utilised
with the aid of a developed code book. By using a combination of both approaches the major
disadvantage of the interpretivism philosophy will be managed more effectively.
There are a few potential challenges which may be experienced while conducting research in
China. The first major challenge will be cultural difference and language barriers which could
affect the translations of documents to English potentially altering the meaning of the
documents in the process. The second challenge due to the nature of the research topic is
sensitivity. Keeping sensitivity in mind workers interviewed might not necessarily respond in
a way that expresses how they feel but rather a way that is acceptable or coerced by the
company. Finally, the location at which the interviews are conducted is highly important. Due
to Communist nature of the country there is most likely to be government representative
(government department at BFDA) in the company further influencing the interviewee
answers.
6. ResearchDesign
The data collected as stated before will be highly qualitative in nature using a combination of
both explanatory and descriptive research. The case study company to collect data from will
be a Joint venture. At present there are two options all of which the author has had previous
working relationships with, the primary choice will be BFDA (Beijing Daimler Foton
Automotive) a joint venture between a German and Chinese car manufacture producing
heavy duty trucks in Beijing. The secondary alternative is CAF (Changan Ford) a joint venture

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between a Chinese and American car manufacture producing Ford cars in Chongqing China.
Joint ventures were chosen as they exemplify the research issues due to the high level of
expatriate and local staffing techniques employed. The hope of the research is that due to
results gained MNCS will be forced to re-evaluate their current training and development
plans and make alterations if necessary to encourage the use of a more localised approach to
staffing at top management positions.
7. ResearchMethods
To conduct the research a combination of semi structured and unstructured interviews will
be used to facilitate probing questions for more in-depth analysis and qualitative data. The
interviewee’s selection will be based on the departments both represented by the research
Human resource and management. There will be a total of 10 interviews conducted, of which
will include 8 Local managers at the subsidiaries and the remaining 2 will include the
subsidiary HR department (HR Director and HR Manager). The interview will begin with brief
personal description of the author and why the author’s interest is in the research topic. By
giving a brief personal introduction rapport can be built as China is a society highly engrained
in the concept of “Guanxi” (Relationshipand connection). According to (Geert Hofstede 1980)
study on culture, Individuals in China would tend to be introverted in nature so by creating
rapport to gain trust and connection, the use of open ended question will be very efficient.
The author can change or control the directions of questions or probe deeper to gain more
insights ensuring the quality of data collected is extremely high but also ensuring there is no
bias in the process.
7.1 Sample Manager Questions to be refined
1. How long have you worked at BFDA/CAF?
2. What is your current position? What are the requirements of your position?
3. During your time at BFDA/CAF, what positions have you held?
4. In your opinion what are the skills required to have in order to be in a senior position?
For example, CEO, CIO or directors.
5. If you were hired for the position which of those skills do you possess? Which skills
would you have to work on?
6. Can you describe training sessions you have attended in BFDA/CAF or a personal
development plan you have recently undertaken?
7. Who do you report to directly in the organisation? What skills do you admire or desire
in that person? (Assuming the boss is an expatriate).
8. If your boss was not available can you fulfil his role temporarily?
7.2 Sample Questions for the HR manager to be refined
1. How often does your organisation undertake management and leadership training?
2. What skills do you focus on during the training sessions? How do you determine those
skills?
3. What items are necessary to include in manager’s personal development plan?
4. Does your organisation send managers internationally for training or to attend
seminars? If yes can you give me an example?
5. What your view on Job shadowing? Is it currently used in the organisation? How?

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6. How often are Local managers within the subsidiary promoted to senior level
positions?
7. Can you give me an example of a recent internal training session and the outcomes?
8. How do you measure the training effectiveness?
Ideally the training will be conducted personally using a recording device however, skype will
also be a suitable substitute in case of time constraints.
9. Method Triangulation
Triangulation will be used in an attempt to avoid possible Bias due to the positions in the
organisation. By interviewing both parties the perception, reality and outcome of training and
development of current practices will be fully observed giving a near 360 view. In addition, by
using different methods of data collection any in consistencies in the data can easily be
identified. Triangulation can be achieved by Identifying from a HR point of their perception of
the effectiveness of the training techniques versus the manager’s reality of validity and
usefulness of training.
10. Data Analyses/interpretation
The deductively analytical procedure “pattern matching” will be used. Using pattern matching
the author would review the theoretical aspects of the literature review to define the
dependent and independent variables necessary to create interview questions whose
outcomes can be matched against the conceptual frame work. The interviews are the source
of primary data while the literature review forming the background of the research will be
the source of secondary data. A code book will have developed and used after data is
collected to capture the variety of Reponses and categorise responses in a logical manner.
The code book will complement the pattern matching procedure to ensure comparisons can
be made in the empirical research and literature. Finally, the grounded theory will be used as
it has two unique characteristics: constant comparative analysis and theoretical sampling
(Glaser & Strauss, 1967). The theory was identified as it works dues to the codebook and
nature of the empirical study involving both elements of comparative and theoretical
approaches.
11. Access andResearchEthics
The author’s access to the case study companies identified is of a professional working
relationship. Having worked as a corporate trainer in China, the author has delivered
numerous training sessions on behalf of a HR company to managers, staff and HR executives
at both companies creating networks with clients. With that in mind the author is more like
to be trusted with sensitive data/information which will be vital to the research.
From an ethical point of view BFDA has active members of the communist part in the
organisation as it is located in the capital Beijing. This has also been an area of worry as the
organisation has the tendency to monitor any foreign research being conducted in the
organisation.

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12. Potential Outcomes
The potential outcome of the empirical research will mostly support literature and theory
already examined. The outcome will not only support the literature but as stated expand on
the research by identifying the skill gaps and linking them to the training and development
practices. While current HRM practices in relation to the research have been observed
through secondary data in the literature review, the primary data will act as an effective
comparison of previous research theories about training and development versus the reality
based on results from the empirical research conducted. There is also a potential of new
information being discovered that could give greater insights into how MNCs develop their
training and development plans
13. Gantt chart
13.1 The break down of the 16 week Gantt Chart are as follows:
1. Reading the literature and refining objectives:
The firist 31 days of the reserch will involve reading through the list of literature
identifiing any need for refinement of objectives and re-evaluate the research aim
again to determine conesievness of ideas.
2. Contacting BFDA:
The following days (7) leading in to feburary wiill be used to contact the companies to
set up possible dates to conduct interviews. Due to a previously working relationship
with the company the process will be greatly expedited.
3. Developing the Codebook, primary research and interview questions:
In feburary from end of feburary to mid march a total of 25 days will be allocated to
the above criterial. The total amount of time required to develop a set of guidline for
coding the interview data and finally making sure the interviews are designed in such
a way that the data gotten can be effectively related to the research topic.

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4. Conducting and transcribing interviews:
The total time is reminicent of the amount of lenghty time it would take to conduct
each interview, then transcribe while also applying coding designed in the code book
and analysing the data to identify patterns .
5. Literature review and discussions:
The time allocated here will be used to review the finding form the interviews versus
the literature reviews to validate or identify any new discoveries.
6. Final Write up:
The last 3 weeks will be allocated to finishing up the dissertation , reading over and
one finalcross reference of outcomes versus the potential outcomes identified in BRM
2.

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14 . Bibliography
Bjorkman I, et al, Xiucheung, F (2002), ‘Human resource management and the performance
of western firms in China, pp853-864.
Bjorkman I, et al, Smale A, Sumelius J, Suutari V and Lu Y, ‘Changes in institutional
environment and MNC operations in China Subsidiaries practice in 1996 versus 2006’.,
Elsevier review 17 pp. 146-158.
Barney J, ‘Firm resources and sustained competitive advantage’, Texas (A & M) vol 17 no 1 pp
99-120.
Challenges for human resource management and global business strategy available at:
http://futurehrtrends.eiu.com/report-2014/challenges-human-resource-management/
(Last accessed 6th November 2015)
Joerres J, ‘Beyond expats: Better managers for emerging markets’ McKinsey Quarterly,
00475394, 2011, Issue 2 2011.
Nguyen T, et al, Hong J, ‘Local knowledge acquisition of foreign subsidiaries in Vietnam and
China’ emerald vol 21 No 4 pp 312-333
Oliver, N, et al,Holweg, M & Luo, J (2009), 'the past,present and future of China's automotive
industry: a value chain perspective' International Journal of Technological Learning,
Innovation and Development, vol 2, no.1-2, pp. 76-118., 10.1504/IJTLID.2009.021957
Ke Jie, et al, Chermack J, Lee, Yu, Lin Jie, ‘National human resource development in
transitioning societies in the developing world: The People’s Republic of China. Advances in
developing human resources Vol 8, No 1 February 2006(sage) pp 28-45
Multinational corporations in China: finding and keeping talent available at:
http://www.shrm.org/Research/Articles/Articles/Documents/MNC%27s%20In%20China%20
SR.pdf
(Last accessed 2nd November 2015)
Miles, R.E, et al, snow C.C. (1984): ‘designing strategic human resource systems’,
organizational dynamics, and summer pp 36-52.
Perlmutter, H, ‘The tortuous evolution of the Multinational Corporation’ Columbia journal
copyright 2001.
Rigg C, Stewart J, ‘Learning and talent development’ CIPD, the Broadway London first edition
pp 94-99.
Six Types of Analyses Every Data Scientist Should Know available at:
http://datascientistinsights.com/2013/01/29/six-types-of-analyses-every-data-scientist-
should-know/
(Last Accessed 24th November 2014)
Schuler S, et al, Jackson S, ‘Linking competitive strategies with human resource management
practices’ the academy volume 1 pp.207-219.

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Shen J, et al Edwards V, ‘international human resource management in Chinese
multinationals’ Routledge publications Madison Ave, New york10016 pp 20-127.
Schneider C, ‘national vs., corporate culture implications on management’ John Wiley & son’s
inc.vol 27, pp 231-246.
Saunders M, et al, Lewis P, Thornhill A, ‘Research methods for business students’ Pearson
education limited fifth edition, prentice hall financial times pp 250-480.
Stewart, J. et al, Rigg, J. (2011) Learning and Talent Development. Chartered institute of
personnel development 1st edition pg. 139-168.
Wang s, et al, Tong W. T, ‘expatriate utilization and foreign direct investment performance:
Mediation of role of knowledge transfer’ instead journal of management volume 35 No.5
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