| With the deepening of the globalization process and the increasingly frequent economic,political and cultural exchanges among countries in the world,cross-cultural organizational forms such as multinational corporations,Sino-foreign joint ventures and Sino-foreign cooperative projects are becoming more and more common.The huge potential of China’s consumer market has attracted many foreign-funded enterprises to invest in China.Chinese enterprises have also accelerated the pace of internationalization,in contrast to the trend of cross-cultural integration in cross-cultural organizations,but at the same time,Cross-cultural conflicts caused by cultural differences are also common,some conflicts even affect the smooth development of business activities to a certain extent.Cross-cultural management has become an issue of great concern in the management of multinational enterprises,joint ventures and cooperative projects.The CDB(North-East of Sichuan province)project is one of the largest onshore natural gas projects in China developed by Chevron and CNPC.Since the beginning of the cooperation for more than a decade,the project progress has been severely delayed by continuous cultural conflicts between Chinese and foreign parties,the widespread East-West cultural differences and low communication efficiency.Based on the theory and method of cross-cultural management,this paper focuses on the cross-cultural management of CDB(North-East of Sichuan province)natural gas project and issues found in its’ operation,analyzes factors which influences transnational cooperation between Chinese and foreign parties in CDB(North-East of Sichuan province)natural gas project and raise suggestions and countermeasures in combine with experience and inspiration of Bosch group in dealing with cross-cultural conflicts to realize cross-cultural management in CDB gas project.The conclusions and viewpoints of this paper can be used as a reference for similar enterprises to implement cross-cultural management. |
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