The purpose of this thesis is to analyze how emerging market multinational enterprises (EMNEs) can effectively bridge the cultural gap between their home market operations and internationalized operations in advanced markets like Sweden, particularly with regards to adapting recruitment strategies to secure top talent in the new business context. The authors aim to expand the existing ‘springboard framework’ for internationalization by multinational enterprises originating in emerging market countries which are increasingly reshaping the global competitive landscape. The study interviewed seven managers with extensive experience working in both advanced and emerging markets, and five top talent from two of the highest ranked Swedish business schools. The study found that for EMNEs cultural distance is a secondary consideration when expanding to advanced markets and their main focus is showcasing their value proposition to clients, customers, and top talent alike. From the experience of the executives interviewed for this thesis, top talent prioritizes organizational and managerial values that a company imbibes and the career progression that it provides over remunerations. This was confirmed by the top talent we interviewed who repeatedly spoke about how important career opportunities and organizational values were for them. The findings from our thesis contribute to expanding the field of cross- cultural management theory by supplying a qualitative study of EMNE adaptation for internationalization. They also contribute to the recruitment literature by demonstrating how EMNEs have to adapt their HRM systems to the local environments in order to gain the attention of and acquire the local top talent.