Suchergebnisse

1. Corporate strategies of Chinese multinationals / Jin Zhanming -- 2. China's go global policy / Li Zhaoxi -- 3. China's outward foreign direct investment / Li Zhaoxi -- 4. The internationalization process of Chinese multinationals / Kang Rongping -- 5. International marketing strategies of Chinese multinationals: the experience of Bird, Haier, and TCL / Hu Zuohao and Wang Gao -- 6. Technology-based competition and Chinese multinationals / Jean-Paul Larçon and Geneviève Barré -- 7. Innovation & knowledge transfer in Chinese multinationals / Li Donghong -- 8. Corporate culture and organization of Chinese multinationals / Wang Yihua -- 9. Chinese multinationals and global value chains Lenovo / François Duhamel -- 10. Alliances, joint-ventures and Chinese multinationals / Pierre Dussauge.

This study explores and conceptualizes international reward and compensation policies and practices in 10 Chinese multinational enterprises (MNEs). It reveals that the case Chinese MNEs adopt dual approaches to international reward and compensation toward different nationalities and different managerial status. The approach to international reward and compensation for nonexecutive host-country nationals is host-based and for executive host-country nationals is contract-based. The approaches for expatriates are classified into three categories: the diplomat-based, the host-based plus home salary and the contract-based. This study indicates that international strategy, reliance on international markets and senior management's perception of the home reward and compensation system determine approaches to international reward and compensation. Other factors, including legal, economic and sociocultural and type or niche of industry influence the ways of implementing these approaches. Moreover, international human resource management policies and practices, including recruitment and selection, management development and performance appraisal, have a strong effect on international reward and compensation.

PurposeThis paper aims to explore international training and development policies and practices in Chinese multinational enterprises (MNEs). The issues examined in this study include pre‐departure and post‐arrival training for expatriates and their spouses and families, training for host‐country nationals (HCNs), reasons for Chinese MNEs not providing adequate training and the approaches of Chinese MNEs to international management development.Design/methodology/approachThis paper used a semi‐structured, interview‐based survey for collecting data from ten Chinese MNEs. The case companies consist of a range of industries and economic ownership types. A total of 30 in‐depth interviews involving general managers, HR managers at headquarters and executive managers in subsidiaries were carried out.FindingsThe paper reveals that Chinese MNEs provide only limited training to expatriates and other nationals, and lack a systematic international management development system. They adopt usually an ethnocentric approach to international training and development, and provide different levels of international training and management development for HCNs and PCNs.Research limitations/implicationsThe paper has many issues, especially those relating to the organizational determinates of international training and management development, their impact on organizational performance, and the effect of different approaches to training and development on different nationals; these require further investigation.Originality/valueThe paper shows that HRM in Chinese MNEs has not been much considered. This study has examined a selection of international training and management development issues in Chinese MNEs that have not been reported in the literature to date.

International audience ; The present chapter first reminds in which circumstances Russian companies grew multinational and then started booming, and how they were muddling through the financial crisis that burst out in 2008; in this respect, they do not compare too bad with MNCs from other transition countries. The geographical and industrial specificities of their expansion abroad are pointed out as well as the major determinants of their outward foreign direst investment (OFDI). In the past decade, their strategies have evolved from total opacity to more transparency and, in some cases have matured enough to get closer to genuine global strategies while their relationships with the Russian government have strengthened. Thus Russian MNCs make up for major pillars of state capitalism in Russia. A comparative assessment with Chinese MNCs shows deeper similarities than differences in spite of the first mover advantage that has benefited to OFDI from China over OFDI from other transition economies, of which Russia.

International audience ; The present chapter first reminds in which circumstances Russian companies grew multinational and then started booming, and how they were muddling through the financial crisis that burst out in 2008; in this respect, they do not compare too bad with MNCs from other transition countries. The geographical and industrial specificities of their expansion abroad are pointed out as well as the major determinants of their outward foreign direst investment (OFDI). In the past decade, their strategies have evolved from total opacity to more transparency and, in some cases have matured enough to get closer to genuine global strategies while their relationships with the Russian government have strengthened. Thus Russian MNCs make up for major pillars of state capitalism in Russia. A comparative assessment with Chinese MNCs shows deeper similarities than differences in spite of the first mover advantage that has benefited to OFDI from China over OFDI from other transition economies, of which Russia.