Abstract
In emerging economies, the shortage of skilled leadership talent is a significant challenge for multinational corporations (MNCs). China has an acknowledged shortage of nationals operating effectively at higher levels of ‘Western’ MNCs. This study shows how those corporations structure their approach to identifying and developing global leadership talents, and to what extent this is adapted to China. Based on Swedish MNCs, we reveal that MNCs do not experience difficulties in transferring their talent management and leadership development approach, and adaptations in China, while limited, do exist for lower levels of responsibility; at advanced leadership levels, there are no adaptations of global leadership standards.
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