Employee Management Strategies of Chinese Telecommunications Companies in Ethiopia: Half-way Localization and Internationalization.
Despite much scholarly debate on Chinese employment practices in Africa, firm-specific studies on how companies manage expatriate and local employees and the dynamics of power in the process remain scarce, especially in the knowledge-intensive sectors where relatively skilled portion of Chinese and...
| Publicado en: | Journal of Contemporary China Vol. 30; no. 130; pp. 661 - 677 |
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| Formato: | Artículo |
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Taylor & Francis Ltd
Jul2021
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| Acceso en línea: | Ver este registro en EBSCOhost |
| Sumario: | Despite much scholarly debate on Chinese employment practices in Africa, firm-specific studies on how companies manage expatriate and local employees and the dynamics of power in the process remain scarce, especially in the knowledge-intensive sectors where relatively skilled portion of Chinese and Africans are recruited. The article addresses this weakness through a case study on the employee management strategies of one flagship Chinese telecommunications company in Ethiopia. Informed by a combined institutional and relational approach, it evaluates the promises and constraints of an ongoing workforce localization initiative to transform the extant managerial regime in the company. The structural and organizational features of the current regime reveal the incomplete nature of localization and internationalization of Chinese companies to achieve full-fledged employee integration and empowerment in Africa. |
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