Training and management development in Chinese multinational enterprises

Abstract

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.