Role Of Cultural Conflict In Native Managers' Leave From American Multinational Corporations In China

For a long time, multinational corporations have been the workplaces where many Chinese native managers want to work. However, in recent years, we also see more and more native managers leaving the multinational corporations in China. Some of these managers choose to continue their career in private or state-owned enterprises, and some of them choose to initiate their own business. Then, what are the reasons behind this job-leaving phenomenon: high performance pressure?"Glass Ceiling"in promotion? Seeking bigger room for career development? Cultural conflict? Reasons for leave from multinational corporations may vary according to the individual, but when we look at them as a group who are quitting from multinational corporations and choose to work in domestic enterprises, cultural conflict seems to be a factor that more or less affects most native managers.This paper attempts to identify the role of cultural conflict in native managers'leave. Considering that China and America are two countries that have most diversity and sales managers are a group who tend to have more characteristics of traditional Chinese culture, the author chose 20 sales managers who left American multinational corporations in the past few years as the target of her study. After reviewing the relevant studies on cultural patterns, cultural conflict and employee leave, the author explored cultural conflict in American multinational corporations and reasons behind. Based on the analysis, the author puts forward seven hypotheses regarding the possible influence of cultural conflict on native managers'leave. According to the data collected from the questionnaires distributed to sales managers and telephone interview data with several respondents, the author tested the seven hypotheses and analyzed the influences of cultural conflicts on the target managers'leave. Finally, the author put forward the limitations of the study.