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.

Syfte: Byråkratiska entreprenadorganisationer vill attrahera ung topptalang men anses inte attraktiva arbetsgivare för generation Z. Det beror på att dessa organisationer saknar tydliga arbetssätt för hur och på vilket sätt man ska nå ut till denna målgrupp. Syftet med studien är därför att utveckla arbetssätt för hur entreprenadorganisationer ska gå tillväga för att anses attraktiva samt hur de ska gå tillväga för att rekrytera generation Z. Metod: En explorativ fallstudie genomfördes med ett entreprenad- och generation Z-perspektiv. Totalt genomfördes 30 intervjuer med individer inom 17 olika organisationer. Respondenterna utgjordes av tre kategorier: (1) interna respondenter från case-organisationen, (2) traineer, individer med erfarenhet av traineeprogram och (3) experter med erfarenhet av rekryteringsarbete.  Resultat: Baserat på inhämtad data har ett ramverk utvecklats för hur organisationer kan attrahera topptalang. De olika faserna i ramverket är: identifiera målgrupp, marknadsföra tjänster, aktiv rekrytering, anställning och utvärdering. Dessutom tillkom kontinuerliga aktiviteter som är en process som sker löpande genom hela rekryteringsprocessen. Samtliga stegen beskriver hur organisationer bör gå tillväga för att maximera sin attraktionskraft och genomföra en effektiv rekryteringsprocess. Teoretiskt och praktiskt bidrag: Studien tillhandahåller ett ramverk över hur entreprenadorganisationer kan optimera rekryteringsprocessen för att attrahera topptalang. Detta stärker den existerande litteraturen genom att studien identifierar specifika arbetsgivarkrav hos generation Z. Den har även fastställt strategier för att utveckla attraktionskraften hos byråkratiska organisationer. Vidare betonar studien vikten av att organisationer arbetar med employer branding för att locka topptalang. Slutligen belyser studien vikten av organisationers förmåga att anpassa sig och arbeta med dynamic capabilities för att vara mottagliga för ny arbetskraft och dess krav.  Begränsningar och framtida studier: Studien antar ett fallstudieperspektiv som begränsar generaliserbarheten. Studien tar inte studien i beaktning tidigare anställda, vilket påverkar praktiserbarheten negativt. Vidare har studien begränsad till att enbart undersöka rekryteringsprocessen fram till anställning. Det lämnar utrymme att undersöka senare delar av anställningar och bibehållning av talang till framtida studier. Det kan även kompletteras med att undersöka lönsamheten i de olika delarna av rekryteringsprocessen och olika initiativ. / Purpose: Bureaucratic organizations aim to attract top talent but are considered unattractive employers for Generation Z. There is a lack of clear approaches for organizations to reach the target group. Therefore, the study aims to investigate how organizations should develop approaches to be considered attractive and how they should recruit Generation Z. Method: An exploratory case study was conducted with an entrepreneurial and Generation Z perspective. A total of 30 interviews were conducted with individuals from 17 different organizations. Respondents consisted of three categories: (1) internal respondents from the case organization, (2) trainees, individuals with experience of trainee programs, and (3) experts with experience in recruitment. Findings: Based on the collected data, a framework has been developed for how organizations can attract top talent. The different phases in the framework are: identify target group, branding, active recruitment, hiring, and evaluation. In addition, continuous activities are included, which are a process that occurs continuously throughout the recruitment process. All steps describe how organizations should work to maximize their attractiveness and conduct an effective recruitment process. Theoretical and practical contribution: The study provides a framework for how entrepreneurial organizations can optimize the recruitment process to attract top talent. This strengthens existing literature by identifying specific employer requirements of Generation Z. It has also established strategies to develop the attractiveness of bureaucratic organizations. Furthermore, the study emphasizes the importance of organizations' ability to utilize employer branding to attract top talent. Finally, the study highlights the importance of organizations' ability to adapt and work with dynamic capabilities to be receptive to new workforce and their demands. Limitations and future research: The study was conducted as a single case study which limits generalizability. It does not take into account previous employees, which affects practicability negatively. Furthermore, the study is limited to only examining the recruitment process up to hiring. This leaves room to investigate later parts of employment and talent retention for future studies. It can also be complemented by examining the profitability of the different parts of the recruitment process and various initiatives.