Cross-cultural Management Of Southeast Asia's Chinese Multinational Corporations

The cross-cultural management is the outcome of the international businessaffairs.Themultinationalcorporationisthecarrieroftheinternationalbusinessaffairs,so it needs the managers who can adapt the multinational cultures and possess theknowledge and ability of cross-cultural management. The successes and failures ofthemultinational corporations has impelledpeopletothinkmuchofthe cross-culturalmanagement and explore the scientific cross-cultural management system. This thesiswillstudytheChinesemultinationalcorporationsinSouthEastAsiaandanalyzetheirnational culture and business culture characteristics on the ground of Hofstede'stheory of cultural dimensions. Then ,together with the the theory of cultural conflictmanagement andcasestudiesofthebigChineseenterprisegroupsinSouthEastAsia,the thesis proposes feasible solutions to cross-cultural management of the South EastAsia's Chinese multinational corporations. In the end, this thesis will analyze thecross-culturalmanagementofChina'smultinationalcorporations.Itconcludesthattheexperience of the South East Asia's Chinese multinational corporations is worth ofbeingstudiedbytheChina'smultinationalcorporations.Most of The Chinese multinational corporations in South East Asia distribute inthe Asian areas which have similar national cultural and business culture, but theycan't compete with the strong multinational corporations in some western countriesand can't establish international brands which are famous all over the world,especially in the occident. The reason is the lack of cross-cultural management skillsand unadapted management conception. Because of the same root of national cultureand familiar characteristics on the Hofstede's theory of culture demensions ,thisproblem also exists in the China's multinational corporations.This thesis will resolvethis problem and make advices for the South East Asia's Chinese multinationalcorporationsandChina'smultinationalcorporations.