MNCs' open international strategy-local dynamics: transfer of German "vocational education and training" to emerging economies

Purpose This paper aims to examine multinational companies' (MNCs) international transfer strategies of German vocational education and training (VET) and examines the dynamics in the subsidiaries. Design/methodology/approach Methodologically, the study is based on expert interviews conducted in German headquarters. To complete the picture, the study also includes insights from expert interviews in subsidiaries in Mexico, India and China. Findings There is a mix of country-of-origin and geocentric strategic orientation. VET is "boiled down" and adapted in its contents, but headquarters and expats maintain the spirit of VET, i.e. its national agenda of technical hands-on competencies and pedagogical competencies. To achieve this MNCs introduce general guidelines. Convincing takes place by means of role models. Research limitations/implications The effects in the emerging economies differ regionally; these regional differences are not the subject of this contribution. Practical implications VET transfer comprises the implementation of its core spirit which produces participatory and emancipatory dynamics. Social implications Intercultural learning has to be sensitive to such dynamics. Originality/value The study contributes to research on international strategies of MNCs, focussing on skill development of the blue-collar study.