The Combination Of The Ideological And Political Work And Cross-culture Management In Joint-venture Company

In recent years, China companies have expanded their overseas business rapidly. Last year, Lenova Group, the biggest PC manufacturer in China, paid US$1.25 billion in cash to acquire the PC division of IBM. As a consequence, Lenova Group became the No.3 PC manufacturer in the world. Although it is too early to judge whether the acquirement of IBM PC division can bring success to Lenova Group, this transaction shows the challenge of how to combine inter-culture management and ideological and political work in these emerging joint-venture companies. In the new century, ideological and political work faces a very complex social and historical environment. Especially in joint-venture companies, the ideological and political work for employees from different culture backgrounds. The advantages of high tech development in western countries help their value be worldwide spread. Therefore, this leads to a challenge of ideological and political work. As the partner of joint-venture companies, we need to achieve the company's goal of gaining profits in the inter-culture environment, and to complete ideological and political work in the same time. Thus, it is necessary to investigate the combination of inter-culture management and ideological and political work in joint-venture companies. This thesis uses industry cases to investigate the necessity and difficulty of the combination of inter-culture management and ideological- and political work in joint-venture companies. Strategy is developed to achieve the effective of such combination.