Research On The Cross-culture Management In Daya Bay Nuclear Power Site

Based on analysis of cross-culture management theories and methodologies home and abroad, the dissertation studies Daya Bay Nuclear Power cross-culture management on all fronts as the origination, cultural variance and conflict, effect on corporate management and patterns of counter management by case studies on Daya Bay practices through investigation, interview and questionnaires. Combined with theoretical analysis and case study, qualitative and quantitative measures, the dissertation establishes, by involving management theories, organizational behaviour, psychology and sociology, a tri-level CCIOT model illustrating stable triangle, diamond structure and its relationship with cultural environment of cross-culture management. The dissertation further analyses by applying the CCIOT model the actual practices of cross-culture management at Daya Bay Nuclear Power site including the core contents and practices, and corporate culture. Firstly, upon illustrating the definition, features and significance of culture and cross-culture, the purpose and significance of the dissertation are: from theoretical view, to help push the in-depth study on cross-culture management theories and methodologies for establishing cross-culture management theory system specific to Chinese enterprises; from practical view, to provide constructive guidance to business activities of joint venture enterprises in PRC and PRC enterprises to establish effective operating mechanism in reducing cultural conflicts for exploring overseas markets. Secondly, the dissertation evaluates by analyzing the cross-culture management theories home and abroad the dimensional system of cultures, providing a reference frame for people to observe the cultural variances of different countries served for identification and resolution of cultural conflicts. However, the dimensional system does not provide a concrete benchmark for cross-culture management. With such view the paper points out through summary of comparative management between cross-cultural enterprises that the corporate management variance is affected by cultural variances, thus provided a theoretical guidance. The paper studies also the management within a cross-culture enterprise by comparing with corporate environment, management philosophy, management process and effectiveness of joint venture enterprises, namely the mechanism for stability, and merge and innovation and corporate culture development. The study of cross-culture management in joint venture enterprises is still at initiating stage in China, the relevant theories are far from mature and require further and more systematic discussion and study. Thirdly, the paper summarizes and refines symptoms of cross-cultural conflicts and their impact on corporate management at Daya Bay Nuclear Power site, by using large amount of lively cases and anecdotes. The cross-cultural conflicts are reflected in management ideas, business objectives, cultural recognition, negotiation, leadership and decision-making, human resources, safe operations and quality management, and activities of communist party, labour union and youth league. The negative impacts on corporate management are reflected in management complicity, decision difficulty, execution difficulty and trustfulness. Fourth, the paper analyzes from national and corporate levels the attributes to cross-cultural conflicts at Daya Bay Nuclear Power site through questionnaires and tremendous numerical statistics. At national level, the Hofstede analysis dimensional system is used to analyze the power gap, individualism and collectivitism, infinity and variance between male and female of Sino-French cultural differences. At corporate level, the cross-cultural conflicts are originated to system culture, managing ideas, values, linguistic communication, non-linguistic communication and in-/external differences. Fifth, the paper establishes out gone from the features of cross-cultural enterprises a frame model for cross-culture management –CCIOT model, inherited to the traditional theories and methodologies of cross-culture management. The model is structured with stable triangle, diamond structure and its relationship with cultural environment. The model reflects from dynamic viewpoint the key elements and their relationships of cross-culture management at joint venture enterprises thus provides a refreshed view and analyzing methodology to study of cross-culture management. Sixth, the paper summarizes and refines the core contents and practices of cross-culture management at Daya Bay Nuclear Power site using the CCIOT model. Common goal, cooperative relationship and trusting team form the key basis for cross-culture management. The paper analyzes in focus the merge and innovation in diamond structure and summarizes the source, channel, developing stages and key contents of cross-culture management merge and innovation at Daya Bay Nuclear Power site. The paper discusses from the aspects ofcross-culture merge, scientific management system and educating cross-culture management staff the key measures of cross-culture management at Daya Bay Nuclear Power site. Seventh, the paper discusses the cross-culture corporate culture development at Daya Bay Nuclear Power site. Through analysis on the formation process of Daya Bay Nuclear Power corporate culture, the paper points out that Daya Bay Nuclear Power corporate culture is developed neither by dominance nor by compromise, but by synergy. On that basis, the corporate culture is refined from respects of core values, corporate spirit, management ideas, nuclear safety culture, quality culture and public relation culture, with features of both cross-culture and Daya Bay specifics. Lastly, the paper highlights the major works performed with cross-culture management at Daya Bay Nuclear Power site and outlooks for the future directions of study.