Yu Zheng is a Lecturer in Asian Business and International Human Resource Management at the School of Management, Royal Holloway, University of London. Her research interests are in international human resource management, cross-country transfer of management practices and comparative employment relations. She is currently a member of the Euro-Asia Management Studies Association.

'Yu Zheng has done a great job of providing us with a great deal of new information about managing human resources in China. She did an exhaustive investigation into human resource management policies and practices of several multinational companies operating successfully in China. Because many of these companies are Japanese, this helps make the book a special contribution to the field … should be well-received.' Randall S. Schuler, Distinguished Professor, Strategic International Human Resource Management, Rutgers University

• 1. Introduction: economic transition, multinational corporations (MNCs) and employment practices at workplace level in China; 2. MNCs and management space: a framework to study subsidiary HRM; 3. Doing case studies with mixed research methods; 4. Multinationals in China: an overview; 5. Household white goods manufacturing plants: targeting an emerging consumer market; 6. Synthetic fibre manufacturing plants: developing a regional production base; 7. Management learning, strategic repositioning and power struggles: dynamics in developing subsidiary HRM; 8. Conclusion.

Yu Zheng is a Lecturer in Asian Business and International Human Resource Management at the School of Management, Royal Holloway, University of London. Her research interests are in international human resource management, cross-country transfer of management practices and comparative employment relations. She is currently a member of the Euro-Asia Management Studies Association.

'Yu Zheng has done a great job of providing us with a great deal of new information about managing human resources in China. She did an exhaustive investigation into human resource management policies and practices of several multinational companies operating successfully in China. Because many of these companies are Japanese, this helps make the book a special contribution to the field … should be well-received.' Randall S. Schuler, Distinguished Professor, Strategic International Human Resource Management, Rutgers University

• 1. Introduction: economic transition, multinational corporations (MNCs) and employment practices at workplace level in China; 2. MNCs and management space: a framework to study subsidiary HRM; 3. Doing case studies with mixed research methods; 4. Multinationals in China: an overview; 5. Household white goods manufacturing plants: targeting an emerging consumer market; 6. Synthetic fibre manufacturing plants: developing a regional production base; 7. Management learning, strategic repositioning and power struggles: dynamics in developing subsidiary HRM; 8. Conclusion.

Yu Zheng is a Lecturer in Asian Business and International Human Resource Management at the School of Management, Royal Holloway, University of London. Her research interests are in international human resource management, cross-country transfer of management practices and comparative employment relations. She is currently a member of the Euro-Asia Management Studies Association.

'Yu Zheng has done a great job of providing us with a great deal of new information about managing human resources in China. She did an exhaustive investigation into human resource management policies and practices of several multinational companies operating successfully in China. Because many of these companies are Japanese, this helps make the book a special contribution to the field … should be well-received.' Randall S. Schuler, Distinguished Professor, Strategic International Human Resource Management, Rutgers University

• 1. Introduction: economic transition, multinational corporations (MNCs) and employment practices at workplace level in China; 2. MNCs and management space: a framework to study subsidiary HRM; 3. Doing case studies with mixed research methods; 4. Multinationals in China: an overview; 5. Household white goods manufacturing plants: targeting an emerging consumer market; 6. Synthetic fibre manufacturing plants: developing a regional production base; 7. Management learning, strategic repositioning and power struggles: dynamics in developing subsidiary HRM; 8. Conclusion.