Study On The Cultural Difference In The Transnational Project Team

The team in enterprise becomes more important as a management style, more successful day by day in the worldwide, whose flexibility, validity is improving gradually. To solve external adaptability problem, we need to find a better internal adaptability scheme. After China enters the WTO, a large number of enterprises enter the international market, more foreign enterprises, trans-corporations march into the Chinese market one after another at the same time, the transnational project team has received the extensive concern since appearing. Transnational project team crosses over national boundaries, a number of nationalities, many groups of culture, the cultural difference problem is very serious and cross-cultural management is very important. The cultural difference makes transnational project team management more complicated, if we can't solve cultural difference problem very well, the cultural conflict will happen, and then the performance of transnational project team will be reduced greatly. How on earth did the cultural difference influence the transnational project team? How many differences there are specifically? In order to build up a matured, high-performance transnational project team, how to carry on cross-cultural selecting, training, inspiring and communicating among different nationalities staff? All these questions will be answered in this paper.Chapter 1 of this text explain selected title background at first, carry on two parts of research review on cross-cultural management and team management; Make detailed and accurate definition of the transnational project and transnational project team in chapter 2, describe its current situation of the development, point out the main problem in the transnational project team at present, that is, the cultural difference causes the low performance; And then probe into the difference between several kinds of representative culture and values in China, Japan, U.S.A., Europe thoroughly, with many kinds of methods such as theory analysis, comparative analysis, case study in chapter 3, and how they influence one's own management style; Then analyze the forming, storming, norming and performing four development stages of the general project team in chapter 4, put forward feasible countermeasure and suggestion to the cross-cultural selecting, training, inspiring and communicating in the transnational project team; Chapter 5 did the case study, in details study the case that the transnational management team of NEC and the cross-cultural management of Motorola in Korea, Japan and Malaysia, and draw some conclusion from their success experience, which could support my view in chapter 4.