Study Of The Impact Of Cultural Differences On Multinational Strategic Alliances

Economic globalization of the world economy is an inevitable trend, with China's accession to the WTO, the global economy will greatly speed up the integration process. Strategic alliances between multinational are based on a variety of motives. Multinational strategic alliance partners to form a strategic goal of compatibility is the basis of cooperation partners, but the individual's goals and interests of the differences, the company made between direct and indirect competition. Multinational strategic alliance faces a lot of these differences, the most important of which is the cultural differences. Many studies have shown that members of the League of Nations recognized the cultural differences and take the appropriate strategy will be a multinational strategic alliance a critical success factor. The study of cultural differences on the impact of multinational strategic alliances and raising corresponding preventive measures of the cultural risk corresponding preventive measures have important practical significance and theoretical significance.Based on how to understand the cultural differences, how to define the culture of risk control and analysis with examples, and proposed a multi-national coalition co-management model of culture. This article contains six parts as follows:The first chapter indicates the Purpose of topics, research ideas and methods, and research significance. Chapter one summarize the current-current research situation of the relative theory at home and abroad.The second chapter describes the concept, the level and the characteristics of the culture.The third chapter respectively analyzes the theory and the model about the cultural differences of multinational strategic alliances, puts forward the source of the cultural differences with a multinational strategic alliance, the management problems and difficulties brought by the cultural differences, and appraises the current, popular, cultural analysis model. Evaluation on this basis, build a competitive edge analytical framework between the multinational corporations based on the cultural differences. On the basis of this theoretical research, Sino-British cultural differences and differences in behavior management are compared.Chapter four defines the risks, an analysis of the risk of cultural connotation, as well as the characteristics of the cultural differences brought about by a clash of cultures and cultural risks, and the corresponding preventive and control strategies. Union cross-border alliance that must be a correct understanding of the different types of cross-cultural as well as the risk to take risk management strategies and select the appropriate risk management tools adapted to local conditions for cross-cultural risk control. Whit the example Of Sino-British co-operation projects, the third chapter analyzes the strategies under the cross-cultural management of specific cultural differences.Chapter five summarizes the full text and puts forward the main points of innovation. And on the basis of this study, the follow-up study predicted.