Mobility power and society: Managing migrant workers among Chinese multinational companies in Europe

Abstract

This paper examines how Chinese multinational companies manage labour mobility, with a focus on the sourcing and circulation of labour. Drawing on secondary sources, this study argues that labour mobility is a central issue in employment relations in China and for the Chinese MNCs operating abroad. It presents three employment archetypes that illustrate the varied strategies Chinese firms use to manage labour mobility within China’s societal constraints. Adaptive diffusion of these employment archetypes is not evident among Chinese MNCs in Europe. Instead, Chinese MNCs strategize to secure continued supplies of workers, replace migrant sources that become undesirable or inaccessible, and mitigate disruptions caused by voluntary labour turnover. Several mechanisms enable Chinese MNCs to manage their overseas workforces to maintain the employer dependency like that of migrant workers in China. These mechanisms include internal firm transfer arrangements administered directly by the employer; bilateral labour agreements negotiated through government interventions; and international and local worker deployment mediated through employment agencies. By highlighting the conflicts and negotiations underlying the management of labour mobility among leading Chinese MNCs in Europe, the paper provides an analytical framework for understanding the diversity of Chinese MNCs in structuring employment relations in an increasingly interconnected global labour market.