A firm’s technological capability, the ability to utilise, adapt, and change existing technological knowledge, and to develop new technologies, products and processes, are often considered to be crucial in helping the firm seize opportunities in uncertain environments and sustain competitive advantages over rivals. Previous research has shown that firms in developing economies (such as China) tend to adopt one of five types of technology strategies (i.e. domestic imitative strategy, dependent strategy, international imitative strategy, defensive strategy and offensive strategy), depending on their level of ambition (Freeman 1995, Xiao, Tylecote and Liu 2013). While a large amount of existing research has demonstrated a positive relationship between HRM and a firm’s performance, few studies, however, examined how HRM actually contributed to a firm’s performance in technological innovation, particularly in developing countries. The aim of this PhD project is to develop an in-depth understanding about how different HRM strategies and bundle of practices can support different innovation strategies. The candidate will be encouraged to adopt a case-study method in order to capture the richness of contextual data.