“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”

Author Joseph Uzah

Contents1. 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. Research Topic 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. Research BackgroundAs 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 and ObjectivesThe interest in the research topic is as a result 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 Chinese subsidiaries. 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. Literature ReviewThe 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, HRM and how firm must link their HRM strategy to the company’s strategy to gain sustained competitive 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

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questions aimed at finding out if 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 HRM in 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 in emerging economies” Sheng Wang also suggests that expatriates 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 easily transferable. (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. The approach

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will see Local mangers 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 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 and Hong 2013) Conceptual Local knowledge acquisition frame 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

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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 criticism as 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 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 RemarksThe 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 reviewedBjorkman I, et al, Xiucheung, F (2002), ‘Human resource management and the performance of western firms in China, pp853-864.

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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.

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.

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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

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 ParadigmThe 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.

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6. Research DesignThe 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 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. Research MethodsTo 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” (Relationship and 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 refined1. 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?

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7.2 Sample Questions for the HR manager to be refined1. 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?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 TriangulationTriangulation 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/interpretationThe 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 and Research EthicsThe 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

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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.

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.

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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.

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 final cross reference of outcomes versus the potential outcomes identified in BRM 2.

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14. BibliographyBjorkman 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%20SR.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.

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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.

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 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

Young Cho J, et al, Lee E ‘Reducing Confusion about Grounded Theory and Qualitative Content Analysis: Similarities and Differences’ The Qualitative Report 2014 Volume 19, Article 64, 1-20

Zhang M., (2003) ‘Transferring human resource management across national boundaries, emerald, volume (25) pp 614.

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