“…The explanations for this include: the role of MNEs as ''teaching agents'' (Fan, 1998, p. 217); MNE managers' belief in the effectiveness of Western high-performance HRM systems (Bjö rkman & Fan, 2002); and convergence to MNEs' world-wide best practices in HRM (Bjö rkman, 2002;Warner, 2003). However, within the research stream focussed on the transfer of HRM knowledge and practices from advanced economy MNEs to their Chinese subsidiaries (e.g., Bjö rkman, 2002;Bjö rkman et al, 2008;Gamble, 2010;Gamble & Huang, 2009;Walsh & Zhu, 2007;Yu & Wu, 2009), few researchers have examined issues in the period following knowledge transfer. Such issues include whether employees in subsidiaries all have the knowledge of intended HR practices transferred, whether they all have the same experience of actual HR practices, and how managers and employees perceive effectiveness of HR practices in operation.…”