Cross-Cultural Management: A Case Study On Enterprise A

With the integration of the world economies, many an enterprise has come to settle down in a cultural background other than its own. The expansion of mindset and novelty embedded in the collision between cultures is a great source of productivity and innovation. The competiveness brought about by effective cross-cultural management poses a great opportunity and challenge.Based on the theoretical foundation of cross-cultural management, this paper explores through surveys the managerial challenges that face to a multinational creative enterprise. We conduct interviews and questionnaire surveys based on four dimensions, i.e., collectiveness, high-and-low contexts, time awareness and attitude toward authority to analyze management problems arise from potential cultural conflicts. We try to justify such conflicts and offer suggestions to ameliorate cross-cultural management of the enterprise.The rest of this paper is organized into six chapters. In the first chapter we introduce the purpose of our study and propose the research methodology. In the second chapter, we do a literature review on cross-culture management, including the well-known culture dimension theory. The third chapter is about our focus firm: Enterprise A. We survey and analyze it in the fourth chapter and based on our analysis, offer management suggestions in the fifth chapter. The sixth chapter discusses limitation of our research and concludes the paper.