1 We adopt here the definition of expatriates in McNulty and Brewster (2017, p. 46): expatriates are: “legally working individuals who reside temporarily in a country of which they are not a citizen in order to accomplish a career-related goal, being relocated abroad either by an organization, by self-initiation or directly employed within the host-country”.


Ademola, O. T, Bankole, A. S., 8c Adewuyi, A. O. (2009). China-Africa trade relations: Insights from AERC scoping studies. European Journal of Development Research, 21(4), 485-505.

Adisu, K., Sharkey, T., 8c Okoroafo, S. (2016). The impact of Chinese investment in Africa. International Journal of Business Management, 5(9), 3.

Ado, A., 8c Su, Z. (2016). China in Africa: A critical literature review. Critical Perspectives on International Business, 12(1), 40-60.

Agbebi, M. (2018). Exploring the human capital development dimensions of Chinese investments in Africa: Opportunities, implications and directions for further research. Journal of Asian and African Studies, 1(22), 189-210.

Ajakaiye, O. (2009). China in Africa: A relationship in transition. European Journal of Development Research, 21(4), 479-484.

Alden, C. (2006). Through African eyes: Representations of China on the African continent. Paper presented at the SciPo/Fudan/LSE conference, London, October 2006.

Asiedu, E. (2006). Foreign direct investment in Africa: The role of natural resources, market size, government policy, institutions and political instability. Journal of World Economy, 29(1), 63-77.

Benito, G. R. (2015). Why and how motives (still) matter. The Multinational Business Review, 23(1), 15-24.

Brautigam, D. (2009). The Dragon's gift: The real story of China in Africa. Oxford: Oxford University Press.

Brautigam, D., & Tang, X. (2011). African Shenzhen: China’s special economic zones in Africa. Journal of Modern African Studies, 49(1), 27-54.

Buckley, J. P., Clegg, L. J., Adam, R. C., Liu, X., Hinrich, V., & Ping, Z. (2007). The determinants of Chinese outward foreign direct investment. Journal of International Business Studies, 38(4), 499-518.

Buckley, J. R, Cross, R. A.,Tan, H., Xin, L., & Voss, H. (2008). Historic and emergent trends in Chinese outward direct investment. Management International Review, 48(6), 715-748.

Chen, G., Firth, M., &c Xu, L. (2009). Does the type of ownership control matter? Evidence from China’s listed companies. Journal of Banking & Finance, 33(1), 171-181.

Cheung, Y.-W, de Haan, J., Qian, X., 6c Yu, S. (2012). China’s outward direct investment in Africa. Review of International Economics, 20(2), 201-220.

Cheung, Y.-W., & Qian, X. W. (2009). The empirics of China’s outward direct investment. Pacific Economic Review, 14(3), 312-341.

Cooke, F. L. (2012). The globalization of Chinese telecom corporations: Strategy, challenges and HR implications for the MNCs and host countries. International Journal of Human Resource Management, 23(9), 1832-1852.

Cooke, F. L. (2014). Chinese multinational firms in Asia and Africa: Relationships with institutional actors and patterns of HRM practices. Human Resource Management, 53(6), 877-896.

Cooke, F. L., Wang, D., & Wang, J. (2018). State capitalism in construction: Staffing practices and labour relations of Chinese construction firms in Africa. Journal of Industrial Relations, 60(1), 77-100.

Cooke, F. L., Wang, J., Yao, X., Xiong, L., Zhang, J., & Li, A. S. (2015). Mining with a high-end strategy: A study of Chinese mining firms in Africa and human resources implications. International Journal of Human Resource Management, 26(21), 2744-2762.

Cooke, F. L., Wood, G., &c Horwitz, F. (2015). Multinational firms from emerging economies in Africa: Implications for research and practice in human resource management. International Journal of Human Resource Management, 26(21), 2653-2675.

Davies, K. (2009). While global FDI falls, China’s outward FDI doubles. Transnational Corporations Review, 1(4), 20-23.

Deng, P. (2013). Chinese outward direct investment research: Theoretical integration and recommendations. Management and Organization Review, 9(3), 513-539.

Desai, M. A., Foley, C. E, & Hines Jr, J. (2004). A multinational perspective on capital structure choice and internal capital markets. The Journal of Finance, 59(6), 2451-2487.

Donou-Adonsou, E, & Lim, S. (2018). On the importance of Chinese investment in Africa. Review of Development Finance, 8(1), 63-73.

Drogendijk, R., & Blomkvist, K. (2013). Drivers and motives for Chinese outward foreign direct investments in Africa. Journal of African Business, 14(2), 75-84.

Dunning, J. H. (1993). Multinational enterprises and the global economy. Workingham: Addison Wesley.

Dunning, J. H., & Narula, R. (1995). The R&D activities of foreign firms in the United States. International Studies of Management and Organization, 25(1-2), 39-73.

Edstrom, A., & Galbraith, J. (1977). Transfer of managers as a coordination and control strategy in multinational organizations. Administrative Science Quarterly, 22(2), 248-263.

Fan, D., Zhang, M. M., Zhu, C. J. (2013). International human resource management strategies of Chinese multinationals operating abroad. Asia Pacific Business Review, 19(4), 526-541.

Farh, J. L., & Cheng, B. S. (2000). A cultural analysis of paternalistic leadership in Chinese organizations. In J. T. Ei, A. Tsui, & E. Weldon (Eds.), Management and organizations in the Chinese context (pp. 84-127). London: Palgrave Macmillan.

Feng, W., & Jacques, J. (2016). Expatriation policies of Chinese emerging MNCs. In T. Robert & A.-O. C. Bernadette (Eds.), Emerging Asian economies and MNCs strategies (pp. 155-170): Chichester: Edward Elgar Publishing. (2017). 43 + ITWffiiL#

(The China Africa Development Fund President Shiji Yang: Chinese and Africa cooperation are highly complementary). Retrieved from com. cn/meeting/2017-1 l-01/doc-ifynfvar5683488.shtml?cre=financepagepc& mod=f&loc=5&r=9ôcdoct=0ôcrfunc=6

Frynas, J. G., & Manuel, P. (2007). A new scramble for African oil? Historical, political, and business perspectives. African Affairs, 106(423), 229-251.

Fu, X., Sun, Z., & Ghauri, P. N. (2018). Reverse knowledge acquisition in emerging market MNEs: The experiences of Huawei and ZTE. Journal of Business Research, 93,202-215.

Furusawa, M., &c Brewster, C. (2018). Japanese self-initiated expatriates as boundary-spanners in Chinese subsidiaries of Japanese MNEs: Antecedents, social capital, and HRM practices. Thunderbird International Business Review, 60(6), 911-919

Gadzala, A. W. (2010). From formal- to informal-sector employment: Examining the Chinese presence in Zambia. Review of African Political Economy, 37(123),41-59.

Garsten, C., & Nyqvist, A. (2013). Organisational anthropology: Doing ethnography in and among complex organisations. London: Pluto Press.

Gill, B., Huang, C.-H., & Morrison, J. S. (2007). Assessing China’s growing influence in Africa. China Security, 3(3), 3-21.

Gu, J. (2009). China’s private enterprises in Africa and the implications for African development. European Journal of Development Research, 21(4), 570-587.

Habib, M., & Zurawicki, L. (2002). Corruption and foreign direct investment. Journal of International Business Studies, 33(2), 291-307.

Harris, H., & Brewster, C. (1999). The Coffee-machine system: How international selection works. International Journal of Human Resource Management, 10(3), 488-500.

Henrich, J., Heine, S. J., & Norenzayan, A. (2010). The weirdest people in the world? Behavioural Brain Sciences, 33(2-3), 61-83.

Hofstede, G. (2001 ). Culture’s consequences: Comparing values, behaviors, institutions and organizations across nations. Thousand Oaks, CA: Sage publications.

Horwitz, F. M. (2015). Human resources management in multinational companies in Africa: A systematic literature review. International Journal of Human Resource Management, 26(21), 2786-2809.

Horwitz, F. M., Kamoche, K., &c Chew, I. K. H. (2002). Looking East: Diffusing high performance work practices in the Southern Afro-Asian context. International Journal of Human Resource Management, 13(7), 1019-1041.

House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W, & Gupta, V. (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. London: Sage Publications.

Ip, P. K. (2009). Is confucianism good for business ethics in China? Journal of Business Ethics, 88(3), 463-476.

Jackson, T. (2014). Employment in Chinese MNEs: Appraising the Dragon’s gift to Sub-Saharan Africa. Human Resource Management, 53(6), 897-919.

Jackson, T., & Horwitz, F. M. (2018). Expatriation in Chinese MNEs in Africa: An agenda for research. International Journal of Human Resource Management, 29(11), 1856-1878.

Jackson, T, Louw, L., &c Zhao, S. (2013). China in Sub-Saharan Africa: Implications for HRM policy and practice at organizational level. International Journal of Human Resource Management, 24(13), 2512-2533.

Jauch, H. (2011). Chinese investments in Africa: Twenty-first century colonialism? New Labor Forum, 20(2), 49-55.

Kamoche, K., & Siebers, L. Q. (2015). Chinese management practices in Kenya: Toward a post-colonial critique. International Journal of Human Resource Management, 26(21), 2718-2743.

Kaplinsky, R., &c Morris, M. (2009). Chinese FDI in Sub-Saharan Africa: Engaging with large Dragons. The European Journal of Development Research, 21(A), 551-569.

Karsten, L., & Illa, H. (2005). Ubuntu as a key African management concept: Contextual background and practical insights for knowledge application. Journal of Managerial Psychology, 20(7), 607-620.

Khan, Z., Wood, G., Tarba, S. Y., & Rao-Nicholson, R. (2018). Human resource management in Chinese multinationals in the United Kingdom: The interplay of institutions, culture, and strategic choice. Human Resource Management, Special issue, 1-15.

Khanna, T, & Palepu, K. G. (2006). Emerging giants: Building world-class com-paines in developing countries. Harvard Business Review, 84(10), 60-69.

Khoza, R. (1994). The need for an Afrocentric approach to management. Centre for Business Studies, Graduate School of Business Administration, University of the Witwatersrand.

Kolstad, L, & Wiig, A. (2012). What determines Chinese outward FDI? Journal of World Business, 47(1), 26-34.

Ladner, S. (2016). Practical ethnography: A guide to doing ethnography in the private sector. Abingdon: Routledge.

Li, W. B. (2016). iUfiSXJJkÿl'IÊ'JdkÎf (Entrepreneurial Behavioural Study on Zhejiang Merchants in Africa). Jtjjt:

Liu, C., & Ge, S. Q. (2018). (Chinese

companies invest in Africa: Economic growth and structural change). ESHOS’ iftW, 5, 9-32.

Makoye, K. (2014). Tanzanian traders seek rescue from Chinese. Retrieved from

Manyeruke, C. (2006). The impact of Chinese products on Zimbabwean women. Eastern Africa Social Science Research Review, 22(2), 85-106.

Mbigi, L. (1997). Ubuntu: The African dream in management. Cape Town: Knowledge Resources.

McNulty, Y., & Brewster, C. (2017). Theorizing the meaning(s) of “expatriate”: Establishing boundary conditions for business expatriates. International Journal of Human Resource Management, 28(1), 27-61.

McNulty, Y., & Brewster, C. (2019). Working internationally: Expatriation, migration and other global work. Chichester: Edward Elgar Publishing.

Meyer, K. E. (2015). What is “strategic asset seeking FDI”? Multinational Business Review, 23(1), 57-66.

Ministry of Commerce. (2017). 2016 (2016

China Foreign Direct Investment Statistics Bulletin), -I1D?,’: 43HSti+iillKi±

Ministry of Foreign Affairs of the People’s Republic of China. (2015). China's African Policy ('11 EHRetrieved from zyxw/tl321556.shtml

Mlambo, C., Kushamba, A., & Simawu, M. B. (2016). China-Africa relations: What Lies beneath? The Chinese Economy, 49(4), 257-276.

Morris, M., & Einhorn, G. (2008). Globalisation, welfare and competitiveness: The impacts of Chinese imports on the South African clothing and textile industry. Competition & Change, 12(4), 355-376.

Mutabazi, E. (2002). Preparing African leaders. In C. B. Derr, S. Roussillon, & F. Bournois (Eds.), Cross-cultural approaches to leadership development (pp. 202-223). Westport, CT: Quorum Books.

Myers, M. (2013). Qualitative research in business and management. London: Sage Publications.

Nabil Khodeir, A. (2016). The impact of Chinese direct investments on employment in Africa. Journal of Chinese Economic Foreign Trade Studies, 9(2), 86-101.

Nolan, P. (2004). Transforming China: Globalization, transition and development. London: Anthem Press.

Panitchpakdi, S. (2010). World investment report 2010: Investing in a low-carbon economy (Overview) - Key messages: FDI trends and prospects. Transnational Corporations, 19(2), 63-106.

Peng, Z., Qin, C., Chen, R. R., Cannice, M. V., & Yang, X. (2017). Towards a framework of reverse knowledge transfer by emerging economy multinationals: Evidence from Chinese MNE subsidiaries in the United States. Thunderbird International Business Review, 59(3), 349-366.

Pereira, V., Malik, A., Howe-Walsh, L., Munjal, S., & Hirekhan, M. (2017). Managing yopatriates: A longitudinal study of generation Y expatriates in an Indian multinational corporation. Journal of International Management, 23(2), 151-165.

Ramasamy, B., Yeung, M., & Laforet, S. (2012). China’s outward foreign direct investment: Location choice and firm ownership. Journal of World Business, 47(1), 17-25.

Ren, S., Xie, Y., Zhu, Y., Warner, M. (2018). New generation employees’ preferences towards leadership style in China. Asia Pacific Business Review, 24(4), 437-458.

Rui, H., Zhang, M., & Shipman, A. (2017). Chinese expatriate management in emerging markets: A competitive advantage perspective. Journal of International Management, 23(2), 124-138.

Shen, J. (2004). Compensation in Chinese multinationals. Compensation & Benefits Review, 36(1), 15-25.

Shen, J. (2006). Factors affecting international staffing in Chinese Multinationals (MNEs). International Journal of Human Resource Management, 17(2), 295-315.

Shen, J., & Edwards, V. (2004). Recruitment and selection in Chinese MNEs. International Journal of Human Resource Management, 15(4-5), 814-835.

Shen, J., & Edwards, V. (2006). International human resource management in Chinese multinationals. London: Routledge.

Shen, J., Edwards, V., & Lee, G. (2005). Developing an integrative international human resource model: The contribution of Chinese multinational enterprises. Asia Pacific Business Review, 11(3), 369-388.

Sun, I. Y., Jayaram, K., & Kassiri, O. (2017). Dance of the Lions and Dragons. Washington, DC: Mckinsey Global Institute.

Van Tulder, R. (2015). Getting all motives right: A holistic approach to internationalization motives of companies. The Multinational Business Review, 23(1), 36-56.

Verbeke, A. (2013). International business strategy. Cambridge: Cambridge University Press.

Wang, M. (2012). Empirical study on african energy resources and China’s outflow foreign direct investment. Journal of International Business Research, 11(1), 19-27.

Warner, M., & Warner, M. (2008). Reassessing human resource management “with Chinese characteristics”: An overview. International Journal of Human Resource Management, 19(5), 771-801.

Wegenast, T, & Schneider, G. (2017). Ownership matters: Natural resources property rights and social conflict in Sub-Saharan Africa. Political Geography, 61, 110-122.

Wei, Z., Xie, E, & Zhang, S. (2005). Ownership structure and firm value in China’s privatized firms: 1991-2001. Journal of Financial and Quantitative Analysis, 40(1), 87-108.

Wood, G., & Brewster, C. (Eds.). (2007). Industrial relations in Africa. Basingstoke: Palgrave Macmillan.

Wood, G., Mazouz, K., Yin, S., &c Cheah, J. E. T. (2014). Foreign direct investment from emerging markets to Africa: The HRM context. Human Resource Management, 53(1), 179-201.

Xing, Y., Liu, Y., Tarba, S. Y., & Cooper, C. L. (2016). Intercultural influences on managing African employees of Chinese firms in Africa: Chinese managers’ HRM practices. International Business Review, 25(1, Part A), 28-41.

Xu, Y.-C. (2014). Chinese state-owned enterprises in Africa: Ambassadors or freebooters? Journal of Contemporary China, 23(89), 822-840.

Yang, B. (2012). Confucianism, socialism, and capitalism: A comparison of cultural ideologies and implied managerial philosophies and practices in the P. R. China. Human Resource Management Review, 22(3), 165-178.

Yao, C. (2014). The impact of cultural dimensions on Chinese expatriates’ career capital. International Journal of Human Resource Management, 25(5), 609-630.

Yao, C., Arrowsmith, J., & Thorn, K. (2016). Exploring motivations in Chinese corporate expatriation through the lens of confucianism. Asia Pacific Journal of Human Resources, 54(3), 312-331.

Zhang, H. M„ & Wang, H. Y. (2017). «MJRB No. 19 (2016-2017) - «1 BliS^hiHlP^iLklS(Annual report on development in Africa No.19 <2016-2017> - African industrialization and China’s construction of industry parks in Africa). dtsG

Zhang, M. M., & Fan, D. (2014). Expatriate skills training strategies of Chinese multinationals operating in Australia. Asia Pacific Journal of Human Resources, 52(1), 60-76.

Zhang, X. E, & He, S. L. (2015).

XAjK^Ih) (Chinese private enterprises enter Africa: Development process, influencing factors and future trends). 120-130,127-128.

Zhao, S., & Du, J. (2012). Thirty-two years of development of human resource management in China: Review and prospects. Human Resource Management Review, 22(3), 179-188.

Zheng, Y, 8c Smith, C. (2018). Tiered expatriation: A social relations approach to staffing multinationals. Human Resource Management, Special issue, 1—14.

Zhong, Y., Zhu, C. J., &c Zhang, M. M. (2015). The management of Chinese MNEs’ expatriates: The current status and future research agenda. Journal of Global Mobility, 3(3), 289-302.

Zhu, J. S. (2018). Chinese multinationals’ approach to international human resource management: A longitudinal study. International Journal of Human Resource Management, 1-20.

Zhu, Y., 8< Warner, M. (2018). Managing “New generation” employees in China and beyond: Summing-up. Asia Pacific Business Review, 24(4), 578-584.

< Prev   CONTENTS   Source   Next >