The paper presents a single case study of how one Chinese firm operates in Dar es Salaam and how the firm’s embeddedness and unique managerial style in the local context affect local benefits for Tanzanian employees. The results demonstrate the need to fill a gap in the knowledge about Chinese economic activities in Africa, par-ticularly in relation to the cultural constructs present in manager-employee interactions. The findings paint a picture of a firm that intends to localize its business strategies and engage a local labour force, but similarly reveals the inherent cultural, behavioural and social norms of Chinese management, which may create organizational challenges and power differentials in the workplace.