Research On The Cross-Cultural Management Of Chinese Transnational Corporations

With the continuously quicken of economic globalization, the internationalization of enterprises' management has been the irreversible trend of era. Transnational corporations utilize resources and engage the transnational manufacture and management activity in the world. They span the national boundaries, so does the culture. The enterprise activity of international management is not only an economic activity, but also a social cultural activity. Therefore, transnational corporations must confront with cultural differences from different cultural systems. There are positive and profitable of the existence of cultural differences to transnational corporations, but cultural differences may cause the passive infection to the corporations' well-balanced dealing. Cross-cultural management put forward for the need.After China joins WTO, more and more Chinese enterprises are progressively carrying out internationalization strategies. Chinese transnational corporations are consistently placed in a diverse cultural environment. So differences between Chinese and western culture come out in transnational management, especially in connecting with western countries. In addition to the speciality of Chinese transnational corporations, it makes Cross-cultural management more complicated. Therefore, it shows a considerable importance to do some research on the cross-cultural management of the transnational corporations.On the basis of the theory about cross-cultural management, the thesis firstly goes from analyzing the cross-cultural costs and trade charges, and brings up the question of the cross-cultural management. Secondly, according to the status quo and characteristic of Chinese transnational corporations, combining theory with investigation and study, the thesis analyzes the cultural differences existing in Chinese transnational corporations and the influences resulting from the cultural differences to Chinese transnational corporations. Thirdly, it compares four models of the cross-cultural management, lists the merits and demerits of each model, and chooses the suitable models. According to the case of Chinese transnational corporations, it designs the Integration-Assimilation Model, and raises the specific countermeasures for Chinese transnational corporations. At last, the thesis analyzes in depth two cross-cultural management cases about Huawei and Tian Kelong supermarket. In the light of their experiences and lessons, it hopes to serve for cross-cultural management activities in China.