一汽—大众奥迪品牌中德跨文化管理研究

  本文关键词：一汽—大众奥迪品牌中德跨文化管理研究，由笔耕文化传播整理发布。

        中西方的文化差异自古而有之，在合资企业中则表现在管理、沟通、企业文化等等各个方面的不同。随着改革开放政策的实施及中国经济地位在世界上的提高，越来越多的国外汽车厂商在中国投资，使得中外汽车合资企业数量不断攀升。但随之而来的中外文化冲突问题也不可避免的逐渐呈现出来。尽管部分合资企业与国外厂商合作的很好，却也有部分厂商在合作中遇到很多问题，比如两国社会文化背景的差异、管理模式的差异、人力资源方面的差异等等。有的企业一味迎合外方的所有理念及管理模式，失去自我特色及中国地方优势，使“合资企业”变得更像是单纯的“进口商”，致使产品的丰富性受到制约，对外方的过度依赖也会导致对市场形势的不敏感；相反，有的企业不接受国外合作厂商的观念，唯我独尊，这便失去了合资企业的合作意义，最终导致外国公司厌倦合作，摒弃合资模式而走向独资运营的路线，，继而使本土公司失去外国公司的技术及资金等支持，在激烈的市场竞争中失去竞争力，无法持续经营。合资企业的成功往往和他们企业管理多元文化的能力有关，而失败也是如此。中国企业在逐渐融入国际市场的同时所面临的中外文化沟通问题逐渐增多，其中最主要的是文化冲突。如何在全球化与本土化以及区域化之间，在母公司与子公司之间，找到合适的文化平衡点，找到适合公司发展的跨文化管理方式，已经成为中国企业在激烈竞争中取胜的关键。面对这些问题，必须深入分析其根结所在，进而使合资企业走向可持续发展道路。本文将以一汽-大众的中德合作为背景，以奥迪品牌为例，探讨中德双方在跨文化交流中所产生的冲突及取得的成果。重点研究中德双方在跨文化管理中所做出的努力，提出了优秀合资企业需要研究的跨文化问题，展示了奥迪品牌是如何在这种跨文化融合过程中取得的巨大成功。首先本文从理论角度介绍了目前国内外在跨文化管理研究上的现状，提出了跨文化合作中凸现出来的问题，然后介绍了一汽-大众奥迪品牌中德双方跨文化冲突的原因。接着本文从五个方面详细介绍了一汽-大众奥迪事业部是如何有效进行跨文化管理的，以及这些有效方法在实际中是怎样运用的。最后介绍了一汽-大众奥迪事业部中德双方对于跨文化管理是采取哪些方法来实施的。本文以一汽-大众奥迪品牌为例，重点研究了中德双方在跨文化管理中的优秀表现，提出了优秀合资企业需要研究的跨文化问题。希望借本文为鉴，为中国更多优秀本土及合资企业的建立及发展提供有效的参考意见，促进企业更快更有效的发展壮大。

    The difference of Western-Chinese culture exists since ancient times, andreflects in management, communication, corporate culture, etc., in the joint venture.With the implementation of reform and opening-up, and the growing up of theChinese economic in the world, more and more car manufacturers invest in China,there is a rising number of joint ventures coming up. But this leads to Chinese andforeign cultural conflicts inevitably revealed. Despite a part of the joint ventures havea good cooperation with foreign manufacturers, but there are more problems such asdifferences in social and cultural background of the two countries, differences inmanagement mode, human resources differences. Some enterprises simply panderingto foreign philosophy and management models, loss their self-characteristics andlocal advantages,"joint venture" has become the "importers", this will restrict thevariety of products, and lead to less sensitive to the market because of depending onthe foreign company. Conversely some enterprises do not accept the concept offoreign partners; it loses significance of cooperation with the joint venture, eventuallyleading to foreign companies to abandon the joint-venture model toward ownedventure. It means the local company will lose the technical and financial support ofthe foreign companies, and the ability to compete with other companies in the market.The success of joint venture depends on their ability of management ofmulticultural, the same as their failure. Chinese enterprises will face more and moreChinese and foreign cultural problems on communication as they integrate into theinternational market, of which the most important is the cultural conflict. How to find the right culture balance point between globalization and localization and betweenheadquarter and subsidiary, how to find cross-cultural management for thedevelopment of the company have become the key to the victory of the Chineseenterprises. Faced with these problems, we must have in-depth analysis for its rootreason, and make joint venture toward the sustainable development.This paper traces the background of Sino-German cooperation,FAW-Volkswagen, Audi brand, as an example, to discuss the conflicts and resultscome from Chinese and German cross culture communication. Put focus on hardworking for cross culture communication, get the way to resolve the problems oncross culture, and shows how the Audi brand achieved great success in thiscross-cultural fusion. First, this paper introduced current research status of crossculture management from a theoretical point of view between domestic and foreigncountries, secondly, I introduce the essential reason for Chinese and German crossculture conflict in Audi sales division of FAW-Volkswagen. Then I introduce how toresolve the conflicts effectively from five aspects and how to use these effective ways.Finally, I introduce how many ways for Audi sales division to resolve conflicts. Thisarticle takes Audi sales division of FAW-Volkswagen as an example to discussexcellent performance of Chinese and German sides in cross-cultural management. Isummarize lots of ongoing cross culture issues for good joint ventures. I hope by usingthe experience of Audi sales division to provide more effective reference views forlocal or joint ventures to help them develop and boost themselves.

一汽—大众奥迪品牌中德跨文化管理研究

摘要4-6Abstract6-7引言9-10第1章 国内外跨文化管理研究现状10-18    1.1 跨文化管理的研究现状10-13    1.2 中德企业文化的特点及差异13-18第2章 一汽-大众奥迪品牌的文化冲突及成因18-30    2.1 一汽-大众奥迪销售事业部概况18-20    2.2 一汽-大众奥迪品牌文化冲突的具体表现20-24    2.3 一汽-大众奥迪品牌文化冲突的原因分析24-30第3章 一汽-大众奥迪品牌实施跨文化管理的对策30-39    3.1 建设共同的企业文化30-32    3.2 加强员工跨文化培训32-35    3.3 争创文化差异的竞争优势35-36    3.4 实施本土化经营36-39第4章 一汽大众奥迪品牌跨文化管理实施39-43    4.1 有效跨文化沟通模块的实施39-40    4.2 共同管理制度模块的实施40-41    4.3 共同企业文化模块的实施41-43结论43-45参考文献45-46致谢46

  本文关键词：一汽—大众奥迪品牌中德跨文化管理研究，由笔耕文化传播整理发布。