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One of the most significant developments in international business in recent years is the dramatic expansion of Chinese – often state-led or state-supported – investment in Africa. While we know something of Chinese multinational enterprises' strategies, we know comparatively little about their work and employment practices and even less about their influence on western multinational companies (MNEs). We examine these important issues by looking at the practices of a major Chinese MNE alongside those of a French MNE and a US MNE in Cameroon's oil industry. We find that while the French and American MNEs were successful in importing their preferred practices and in evading host-country regulations for many years, this was challenged upon the arrival of the Chinese MNE. We query why and by what means did the entrance of a major MNE lead to significant changes in the behaviours of long-resident MNEs. The translation of the identified effects is explained by drawing on different levels of analysis that include an appreciation of the location of the MNE and the state within the international political economy of capitalism, attendant shifts in the frontiers of political influence, isomorphic institutional influences, actors' postures within and beyond the MNE, and their relational interplay. [ABSTRACT FROM AUTHOR]

The unique nature of China's interactions with Africa has been professed to respond better to the continent's developmental and labor needs than the colonial and post-colonial engagements with Western countries. This has also been an impetus to the calls for more research on the implications for the institutional environments and management approaches of Chinese companies in Africa. This paper examines how a Chinese state-owned MNE interacted with the evolving and complex institutional context in Cameroon to manage its workforce. Evidence from the case study showed that the Chinese MNE actively disrupted the "rules of the game" as it championed the adoption of local work and employment practices and promoted newly-defined government priorities. In so doing, the Chinese MNE garnered a reputation of being a good employer and actively engaged in the maintenance and creation of new institutions of the country's labor market. This research contributes to revealing the linkage between the underpinnings of the Chinese state investment motives and the contextual exigencies that shape, and in turn are influenced by, HRM policies and practices within their MNEs in Africa. [ABSTRACT FROM AUTHOR]