International human resource management strategies of Chinese firms in Africa

Miao, C. ORCID: https://orcid.org/0000-0001-7938-3400 (2021) International human resource management strategies of Chinese firms in Africa. In: Jackson, T., Louw, L. and Boojihawon, D. K. (R.) (eds.) Chinese Organizations in Sub-Saharan Africa: New Dynamics, New Synergies. Routledge Taylor & Francis Group, pp. 74-96. ISBN 9780367623463

Abstract/Summary

Little is known about Chinese MNEs and their HRM policies and practices in developing countries. China’s presence in Africa is still an underexplored area. Among a limited number of studies, attention has been drawn to approaches to international staffing (Cooke, Wang, & Wang, 2018), knowledge transfer and reverse knowledge transfer (Peng, Qin, Chen, Cannice, & Yang, 2017), and management of both expatriates and local employees (Cooke, 2012; Wood, Mazouz, Yin, & Cheah, 2014). This chapter summarises and develops thinking in this controversial area by setting it within a framework of Chinese investors’ international business strategies in Africa. Chinese FDI and its purpose and effects in Africa is first examined, suggesting that strategic motives and types of company ownership might affect how Chinese companies manage their employees in subsidiaries. International HRM policies are then examined, subsequently narrowing the focus to examine expatriation. Finally, the chapter summarises what we know so far and suggests potential research trajectories.

Item Type	Book or Report Section
URI	https://reading-clone.eprints-hosting.org/id/eprint/106831
Refereed	No
Divisions	Henley Business School > International Business and Strategy
Publisher	Routledge Taylor & Francis Group
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