Purpose – This paper argues that education alone will not solve China’s AI talent shortage crisis. To successfully attract top international and domestic talent, China needs to reposition itself in...Show morePurpose – This paper argues that education alone will not solve China’s AI talent shortage crisis. To successfully attract top international and domestic talent, China needs to reposition itself in modern and people-centered ways. AI talent must be valued by companies (like Baidu, Alibaba, and Tencent) and the government. Design/methodology/approach – This research adopts a two-part qualitative analysis. The policy document analysis utilizes the New Generation Artificial Intelligence Development Plan (NGAIDP) to identify a central framework. The secondary content analysis is an analysis of job advertisements and company websites of Baidu, Alibaba, and Tencent. Findings – Baidu, Alibaba, and Tencent, are not equal in how they appeal to prospective employees. The consequence of this is the impact on the AI talent shortage crisis; without being able to attract the best talent in the world – China faces the disadvantage of not becoming the world leader in artificial intelligence by 2030. Research limitations/implications –The study has several unaccounted variables, including the recruiter and the impact of COVID on employee value proposition. Furthermore, this study assumes that EVP is cross-cultural. Practical implications – The Chinese government places much value on the artificial intelligence training of youth rather than the importance of talent retention and attraction. It is evident via the NGAIDP that companies are responsible for following the values of the Chinese Communist Party. However, there is little to be said about the human value of employees and the necessity for China’s tech giants to find practical solutions. In addition, the criticism from Western scholars toward China’s AI national ecosystem is based on fear and assumption – without realizing that China’s tech companies face the challenge of appealing to a highly educated generation of AI talent. Originality/value – This paper takes a different approach to investigating the NGAIDP and combining it with research outside the traditional Chinese-studies scholarship. The combination of Chinese scholarship with Human Resources scholarship adds depth to the discussion of employee value in China and how companies should be moving forward in the future. Keywords - China, New Generation Artificial Intelligence Development Plan, AI Talent, Baidu, Alibaba, Tencent (BAT), Employee Value Proposition, Talent ManagementShow less
This thesis researches the different view of China on soft power by analysing China's media discourse in Chinese English-language media channels on Covid-19. The Chinese government has a more...Show moreThis thesis researches the different view of China on soft power by analysing China's media discourse in Chinese English-language media channels on Covid-19. The Chinese government has a more different stance in believing that soft power can be generated and created, similar to hard power being created with the use of greater military force and economic power. Soft power, in Nye’s view, is a by-product of other things, not something you can “create” in and of itself. A notable shift in narrative can be identified between the two periods and media channels selected for this thesis. Consequently, China’s attempt at creating soft power is made visible by this shift in narrative.Show less
