Management Strategies Of Sino-French Corporate Cultural Conflicts

In order to share the vast Chinese market, more and more countries andmultinational enterprises expect to cooperate with local Chinese enterprises. Thedevelopment of Sino-French economic cooperation is especially rapid. Since leadersof both countries announced the establishment of Sino-French comprehensivestrategic partnership in 2004, their cooperation in various fields has shown a goodmomentum of development. France has accelerated the pace of investment in China,and Chinese and French enterprises'cooperation has achieved a rapid growth both inquantity and scale. Thus, cultural communication between the two countries would bemore frequent. However, in recent years, some inadaptabilities of French enterprisesin China have aroused attention of many scholars. These conflicts not only affectedthe cooperation between the Chinese and French enterprises and their corporate image,but also hindered the pace of economic cooperation between the two countries. So it'surgent to improve culture communication and manage the corporate cultural conflicts.In Chapter One, an introduction of the background, the scope, the method, andthe organization of the thesis is given. Chapter Two introduces the conceptions andtheories related to the theme of this thesis, including culture, corporate culture, andHofstede's theory of cultural taxonomy. In Chapter Three, French and Chinesecorporate cultures are compared. Chapter Four analyzes forms and causes of Chineseand French corporate cultural conflict. In Chapter Five, the thesis discusses thespecific methods to resolve the conflict and ways of culture coordination andintegration. Chapter Six is the part of case analysis. The first case takes a TV play asan example and the other one talks about Danone and Wahaha. Chapter Seven is theconclusion part which summarizes the differences and similarities between Chineseand French corporate cultures and the measures that could be taken to deal withcultural conflict.