Expatriate skills training strategies of C hinese multinationals operating in A ustralia

Recent years have witnessed a phenomenal growth in outward foreign direct investment ( FDI ) by C hinese multinationals. In contrast to their developed country counterparts, C hinese multinationals lack experience in foreign expansion and international operation. Although there has been increasing academic attention placed on C hinese outward FDI , little research on expatriate skills training of C hinese multinational enterprises ( MNEs ) has been conducted. Since the mainstream research focuses on expatriate pre‐departure training rather than on learning during assignment, this study aims to bridge this gap by exploring how C hinese MNEs cope with expatriate training and skill enhancement when operating in an advanced economy such as A ustralia. The study utilises cross‐level, in‐depth interviews to analyse expatriate training in seven C hinese multinationals. Drawing on social learning theory, some patterns of C hinese expatriate skills training strategies are revealed, such as internationalisation as learning, the use of subsidiaries as a training tool, and learning as belonging.