The Case Study On Cultural Conflicts Inside A(China)

In recent years, many merges have occurred in Multi-National Corporations; some cases did work, but more merges failed. In these unsuccessful cases, however,80%is caused by bad cross-culture management worldwide. While, in the global scope, only30%enterprise cooperation come to nothing due to technical,financial or strategic factors;70%is caused by miscommunication and inefficient Cross-Culture management.In1989, A came into China markets by installed its first respective office in Shanghai;in the following years, A(China) acquired several factories and companies. Till now, A(China) has completed its strategic layout in China, the biggest market in the world,:five manufacture plants and more than a dozen sales offices or sales points all over the country; which makes LE(China) possess a great advantage over its opposites.While, in the image of great success, many problems concealed and burst out in2012-2013year in A(China).Among them, bad Cross-Culture managements issues attracted peoples’attentions; and made this certain Multi-National Corporation which is the top brand in the welding industry stuck in the mud.In this thesis, the author discussed these Cross-Cultural conflicts based on his years practices. In the front part, this paper introduces A(China)’s global background,organization structure and its two culture coexistence situations; And then demonstrated that culture differences lead into four kinds of management conflicts. After introducing interrelated theories on culture differences,culture conflicts and culture fusion, the author dissected the four Cross-Culture management issues and put forward his corresponding advices and countermeasures.These measures attempts to solve problems from the culture conflicts and culture integration perspective; and these niche-targeting steps maybe useful to A(China) in current situations. Certainly, these methods also have some reference significance for other Multi-National Corporations.