sustainable development, it must strengthen the cultivation of high-quality talents. In view of this, talent management in China is in a period of transformation (Cooke, 2021; Preece et al., 2021).
 
In the early years of China's reform and opening up, multinational enterprises (MNEs) attracted a lot of attention because they were perceived by local workers as a "priority choice", with "favourable remuneration" and "good employment prospects" (Manpower, 2020). In recent years, however, this attitude has changed. Chinese workers with high potential have become increasingly inclined to choose local firms (Schmidt, 2021). This change is mainly due to the economic crisis in 2008, which hit international companies and their brands hard, and at the same time, the Chinese economy and local employment opportunities continue to increase (Manpower, 2020; Schmidt, 2021). During this time, international companies are laying off workers, cutting costs, and sometimes laying off workers. From this point of view, the change in the attitude of Chinese workers makes sense, because these international companies are restructuring, resulting in slower economic growth and fewer opportunities to find jobs abroad. However, competition for top talent is not just competition between multinational companies. China's state-owned and private companies compete for a share of top talent by raising wages, often at the expense of multinationals. The traditional advantages of attracting talent, brand awareness, high salaries and career development opportunities are gradually disappearing. Therefore, in order to obtain and maintain competitive advantages in the Chinese market, both international and Chinese enterprises need to carry out strategic talent management to meet the current talent challenges.

Researchers agree that talent management is becoming a major topic in human resources (Michaels et al., 2011; Sandler et al., 2016; Collings and Mellahi, 2019). However, the problem now is how to manage talent in various industries in China seems to be a challenge. In particular, some rapidly growing small and medium-sized private enterprises, due to a lack of formal organizational performance management experience, can not understand the impact of talent failure on business performance and growth. As a result, these companies tend to ignore the talent management process until it has negative consequences (Millar, 2013). In view of this, more and more enterprises are beginning to pay attention to the practice of talent management and apply it to China's economic environment. In addition, much of the existing literature emphasizes the importance of understanding the different drivers of how people work, how businesses are organized, how businesses are managed, and how business talent is managed (Wilkins, 2012). There are a number of external drivers, such as economic development, cultural diversity, demographic changes, global expansion planning, and technological progress (Christensen Hughes and Rog, 2018; Schuler et al., 2021). However, since China began its socio-economic reforms in the late 1970s, it has undergone a profound market-oriented, and integrated its economy into globalized capital (Newton and Subbaraman, 2012; Warner, 2018). A lot of research has been done on this. However, there has been little in-depth research into whether the same drivers exist in the Chinese business environment.
 
In addition, a large number of theoretical and empirical studies on strategic talent management have examined the shortage of managerial talent in developed countries such as North America and Western Europe (Wooldridge, 2017; Goldstone, 2020; Schuler et al., 2021). However, little research has been done on developing countries. In emerging markets such as Brazil, Russia, India and China, the challenges for young professionals and new managers are most acute. Consequently, in emerging markets, business executives are increasingly aware of the need for effective traditional management strategies and practices (Lepak et al., 2013; Huselid and Becker, 2021). However, there are few studies (e.g., Boxall and Macky, 2019) that focus on employees' subjective evaluation of talent management activities and whether perceived activities have a significant impact on employees' attitudes and behaviours. In particular, Lewis (2013) believes that Chinese managers are reluctant to understand employees' evaluation of technical management performance, which is mainly due to the lack of interpersonal communication between Chinese enterprises and employees. Poor communication quality is consistent with low employee engagement and low positive work attitudes.
According to the research objectives of this paper, the author will specifically study the following two questions:
Research Question 1: Which talent management is used by Domestic and International Companies in China?
Research Question 2:  What are the driving forces that influence talent management practices in Domestic and International Companies in China?