This paper examines managerial knowledge transfer from Chinese multinational enterprises in Africa, in the context of the Ghanaian construction sector. Using empirical data from in-depth qualitative interviews and by comparing Chinese MNEs to western MNEs, the paper investigates key channels as well as determinants and impediments of managerial knowledge spillovers in this sector. It finds that managerial knowledge transfer from Chinese MNEs in the construction section is constrained by limited local employment at the managerial level in Chinese construction firms, as well as cultural and linguistic barriers. Localisation strategies, in which Chinese managers are progressively replaced by local ones, are found to emerge in Chinese MNEs. This helps to overcome these barriers, foster managerial knowledge spillovers, and ensure these MNEs' sustainability in Africa. JEL classifications: O14, O19, O33 Keywords: foreign direct investment, knowledge spillovers, management, China, Africa 3 Caution is recommended with FDI statistics. Pietrobelli et al. (2010:3) noted that the MOFCOM FDI statistics "underestimate the real value of investments because they do not include the financial sector and are based on the value arising from approval procedures rather than the effective value of bids ... In addition, these data do not account for most M&A activity ... Notwithstanding these limitations, MOFCOM data represent the most up-to-date source of information on Chinese FDI, disaggregated by destination country and sector".

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