Understanding employers’ perceptions of international graduates |
Contents
Foreword | 10 |
List of Figures | 18 |
for Finnish HEls to recruit Chinese students | 26 |
stage 1 | 44 |
Chapter 3 | 50 |
Figure 31 Framework of employersinstitutions dynamics | 53 |
Figure 33 Factors affecting employers beliefs in stage 11 | 59 |
Chapter 4 | 63 |
List of Tables | 99 |
Chapter 6 | 102 |
Chapter 7 | 116 |
Chapter 8 | 123 |
Chapter 9 | 132 |
Chapter 10 | 143 |
to an institutionalist perspective | 146 |
Table 42 Interviewed companies and interviewees 78 | 153 |
Figure 41The QualitativeQuantitative continuum | 65 |
Figure 43 Research spiral | 73 |
Figure 45 Companies by business area | 79 |
Chapter 5 | 86 |
Figure 51 Recruitment procedure | 90 |
1 | 154 |
177 | |
Appendix Interview questions for Finnish employers | 188 |
Common terms and phrases
ability analysis analytical framework Bailly Beijing beliefs regarding Chapter Chinese clients Chinese employees Chinese graduates Chinese students studying companies in China companies interviewed company’s cross-cultural skills cultural challenges difficulties educated in Finland education experience educational credentials educational output employability evaluations exogenous factors field find findings Finn Finnish companies operating Finnish culture Finnish education background Finnish employers Finnish HEIs Finnish higher education Finnish language Finnish managers Finnish universities first fit foreign companies grounded theory HR director human capital theory influence initial beliefs initial signals institutionalisation international education international graduates international students job applicants job market job—seekers labour market language skills mainly norms ofthe operating in China organisations overseas Chinese overseas educated perspectives positions potential employers public learning process qualifications qualitative research recruitment decisions reflects salary Shanghai signalling theory social specific stage students in Finland study in Finland studying abroad system structuring tion understanding