Abstract
The aim of this paper is to investigate perceptions of performance management (PM) in Chinese overseas MNCs, and the extent to which PM is influenced by cultural or institutional factors. A multiple case-study approach was employed to examine how performance management was implemented and perceived in two Chinese overseas MNCs’ subsidiaries: one in Mongolia and the other in Tanzania. Research methods included both document analysis and semi-structured interviews with 33 staff members across the two subsidiaries. Our initial findings reveal how performance management varied significantly depending on the category of staff, suggesting a complex interplay between cultural and institutional dimensions.