浅谈中国跨国公司的跨文化管理战略

浅谈中国跨国公司的跨文化管理战略

摘要

在竞争激烈的21世纪舞台，伴随经济的全球化和区域经济的集团化的深化，各国企业经营的国际化已经成为不可逆转的时代潮流。能否克服现代企业在实施跨国经营战略时由国际公众的文化差异所造成的相互沟通上的困难，实行有效的跨文化管理，是其能否取得跨国经营成功的关键。现在的企业在全世界范围内利用资源，将其自身所拥有的优势与东道国的优势相结合，在从事跨国的生产经营活动的同时也跨越了文化。以文化差异为核心引出对我国跨国企业的跨文化管理等相关问题的思考。因此如何解决其间存在的文化差异问题，提升自身竞争优势，立足世界舞台是我们要认真探讨的。本文在对我国跨国企业的跨文化管理所涉及的相关基本概念解析的基础上，分析了我国企业面临的严峻形势及经营的现状，并针对其在跨文化经营中存在的问题提出了相应的解决对策。具体而言，除引言外本文可以分为以下四部分：

第一部分：中国跨国公司跨文化管理的相关概念剖析。跨文化管理的定义及措施。

第二部分：指出中国跨国公司在跨国经营中遇到的问题和困难。通过对比中西企业文化差异在价值文化、制度文化和劳动人事政策三个方面的差异，提出有效的方法管理。

第三部分：分析比较跨文化管理与企业竞争优势的关系。通过比较中国、德国、日本和美国几个国家的文化特点以及经营方式和价值理念, 研究跨文化管理在管理创新、提高竞争优势、改善组织管理等几个方面的积极作用, 阐述了跨文化管理有利于企业在市场营销诸方面更符合当地化经营, 达到相互间的沟通和互融, 从而提升企业的国际竞争力。举个跨文化管理案例作为分析说明。认识自身出现的问题，并采取积极应对措施。

第四部分：跨文化管理的方法对策和借鉴意义，通过借鉴跨文化管理模式提升管理能力用选择文化一致性的合作伙伴的方式达到文化之间的融合。

关键词：文化差异中国跨国公司跨文化企业管理

目录

第一章中国跨国公司跨文化管理的相关概念解析––––––––––––––––4

第一节跨文化管理的定义––––––––––––––––––––––4

第二节跨文化管理的措施––––––––––––––––––––––4

第二章中国跨国公司在跨国经营中遇到的问题和困难––––––––––––––5第一节遇到的问题––––––––––––––––––––––––––5

第二节对比中西企业文化差异–––––––––––––––––––––5

第三节有效的管理方法––––––––––––––––––––––––6

跨文化管理与企业竞争优势的比较分析–––––––––––––––––6

第一节管理与文化的关系以及中外特定民族文化背景下的管理特点–––––6第二节跨文化管理与企业竞争优势的关系––––––––––––––––7

第三节跨文化管理:以广州崇德鞋业有限公司为例––––––––––––7

第四章跨文化管理的方法对策––––––––––––––––––––––––8第一节解决问题的方法–––––––––––––––––––––––8

第二节把握文化融合，解决文化冲突––––––––––––––––––8

第三节跨文化管理的现实借鉴意义–––––––––––––––––––9

Abstract

In the highly competitive arena of the 21st century, accompanied by economic globalization and regional economic groups of the deepening, the internationalization of business has become an

irreversible trend of the times. If we can overcome a modern enterprise in the implementation of transnational business strategy by the international public cultural differences caused by mutual communication difficulties, the implementation of effective cross-cultural management, is the key to the success of multinational operations. The enterprises used the resources in the worldwide, will have their own strengths and advantages of the combination of the host country, engaged in the production and operation of cross-border activities and also crossed the culture. To cultural differences at the core of China's multinational corporations lead to cross-cultural management issues related to thinking. How to solve the meantime the question of the existence of cultural differences to enhance their competitive edge, based on the world stage is that we should seriously explore. In this paper on China's cross-cultural management of multinational companies involved in the basic concepts related to analysis, based on an analysis of China's enterprises are facing the grim situation and operated by the status, and for its operation in cross-cultural problems that exist in the corresponding solution Countermeasures. Say in detail, in addition to the introduction of outside of this article can be divided into four parts:

The First Part: Chinese multinational companies cross-cultural management analysis of related concepts. The definition of cross-cultural management and measures.

The Second Part: Pointed out that the Chinese multinational corporations in transnational operations encountered problems and difficulties. By comparing Chinese and Western cultural differences in the value of corporate culture, system culture and labor personnel policy differences in three areas and propose effective ways to manage.

The Third Part: .Analysis and Comparison of cross-cultural management and competitive advantage of the relationship between enterprises. By comparing China, Germany, Japan and the United States in several countries, as well as the cultural characteristics and value of the concept of operations, research cross-cultural management in the management of innovation, to enhance competitive advantage and improve the organization and management of several aspects of an active role on cross-cultural management a business-friendly aspects in marketing more in line with the local operations, to achieve inter-communication. Thus enhancing the international competitiveness of enterprises. Take the case of cross-cultural management as the analysis shows. Recognize their own problems and take positive response measures.

The Fourth Part: Cross-cultural management approach Strategies: 1. Draw on cross-cultural management model to enhance management capabilities. 2. Select cultural consistency partners;

3. Cultural integration.

Keywords: Cultural differences; Chinese multinational companies; Cross-cultural; Enterprise Management

引言

对一个民族的文化的理解，将引起跨国公司在进行战略决策过程中对市场领域的选择的不同。而另一学者罗杰斯在其领域的研究中认为，新的思想的传播及交流，在文化背景相同的群体内部相对比较容易，而在文化背景不同的群体之间交流很困难。社会学学者霍尔把世界上的文化环境分为“高背景文化”和“低背景文化”两大类。在高背景文化环境中，共同的文化背景和共同的风俗习惯使得许多重要信息的传播与交流不需要语言就能心领神会，形成默契。中、日、朝等亚洲国家都属于这种“高背景文化”。而在低背景文化环境中，社会内部差异大，形成许多“亚文化”，各个亚文化群体之间相互独立，信息既不容易传播，也不容易被接受。

决定向市场提供什么样的产品和服务是跨国公司全球经营战略的重要组成部分。在这一决策