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In view of the severe shortage of well-qualified local managers in China, developing a HR strategy which permits to effectively retain key talents in the organization has become one of the biggest challenges for foreign MNCs operating in the country. This book attempts to elucidate the motivational drivers influencing the behavior of Chinese managers through a comprehensive analysis of the underlying cultural value system and by investigating the perceptions and concrete experiences of relevant actors in an empirical research based on personal interviews and an image card survey. Building on these insights, an adapted retention model is elaborated and concrete management practices for successful executive retention in the Chinese context are suggested.