Taiwan-funded Enterprises Cross-cultural Management

strategy of Taiwan-funded enterprises since 1980s, the Chinese mainland has become one of Taiwan's prime investment objectives. Mainland culture and Taiwanese culture share the common ancestry; however, during more than a century's revolution, the two also formed their own characteristics. Recently, with increasing number of the investment in the mainland of Taiwan-funded enterprises, analysis and comparison of sub-cultural differences on both sides of the mainland and Taiwan-funded enterprises Study on cross-cultural management has become an important topic.The essay first discusses the concept of corporate culture and cross-cultural management, moreover, it also give a vivid presentation of cultural integration of the joint venture. In the analysis of Taiwan-funded enterprises within the cultural differences and on the cultural basis of conflict, this essay argues that the Chinese mainland and Taiwan are the inheritors of the Chinese culture, but there are certain sub-culture differences between them. Thus, the specific corporate cultures, the ideology of staff, work values, work attitude and behavioral patterns have different orientation.To this point, this article aims at search the research perspective between Chinese mainland and Taiwan-funded enterprises; it concludes that Taiwan and the mainland that is homologous with the kinds of cross-strait cultural. Above all, there are also many similarities, but there are also differences hidden in these common due to sub-cultural differences. Therefore, emphasis on common, neglect the cultural differences between the two sides of the Taiwan-funded enterprises and Chinese mainland lead to the mismanagement of many Taiwan-funded enterprises, or ignore the common, simply explain the cultural differences are also a little biased. In this essay, the recognition of cross-strait cultural consistency on the basis of cross-strait cultural differences will become the definition of sub-cultural differences and cultural differences in the sub-areas to foreign cross-cultural management theory framework, and thus revealed that the mainland and Taiwan-funded enterprises in the management of cross-cultural experience of the root causes of conflict. Taiwan-funded enterprises by Foxconn Group, the status of cross-cultural management related to thinking, and further cross-cultural conflict of the proposed measures for cross-cultural communication, organizational cross-cultural training, pay secrecy, mobilization of staff to participate in a wide range of cultural integration, the creation of co-management culture, to play the role of trade union organizations targeted and constructive solutions.