A公司零售店跨文化管理研究

发布时间：2019-07-02 15:14

【摘要】：在当前经济全球化的大趋势之下,世界各国的跨国企业纷纷涌现,随着跨国企业的逐渐壮大,它们在国际经济领域所占的市场份额也在不断扩大。中国作为消费大国,其正在成长的市场无疑是很多跨国企业的第一目标。在跨国企业不断对中国市场进行大规模投资的同时也面临着诸多问题,其中跨国企业母公司文化与中国文化的巨大差异,成为跨国公司不得不面临的重要问题,因此,如何从中转换总公司和分公司的企业资源及从差异中找到适合中国化管理但又不丢失原优秀基因的运营管理,越来越成为跨国公司高层管理人员们学习研究和探讨的前沿论题。同所有的跨国公司一样,A公司跨文化管理也日渐成为其在跨国经营中的核心问题,文化差异给A公司跨国经营带来巨大的风险的同时也带来了前所未有的机遇和重组优势。新兴的A公司零售店由于管理受美国文化影响较深,且在我国的成长时间比较短,模式不够完善成熟,经验略显不足。本文以A公司零售店为研究谈论对象,研究A公司零售店在华的的管理问题,并尝试发展其特有的管理方法。笔者在开始撰写论文之前,阅读了国内外相当数量的关于跨文化管理的书籍和期刊,并通过多方渠道搜集了有关A公司零售店目前在我国的发展经营状况的资料,在研究过程中采取了文献分析法、对比分析法和案例研究分析法。通过探求中西文化差异,总结出,A公司零售店目前在我国跨文化管理初期发展过程中所遇到的问题,常见显性文化冲突问题,严格管理措施与中方员工怕人文需求上的冲突,中美双方在人力资源管理上的观念不同的冲突和中美员工对工作价值观不同所带来的管理难题。给出A公司零售店在我国发展实施文化管理需要遵守的原则与策略和具体的意见,包括,A公司零售店跨文化管理模式的选择,目标的设立。提出了A公司零售店应在战略上重视文化差异、对员工进行系统培训、设置合理激励机制、情法结合的管理方式和完善信息反馈系统,一系列具有一定的可操作性的具体建议。本文的创新点主要体现在系统分析了A公司零售店在华发展态势,通过本文的研究,努力寻找一些新管理模式,希望可以看到优秀的外资企业在华发展能够消除部分因为文化差异和跨文化管理而遇到的阻碍,并且有创新地把原文化和本土文化结合管理,也希望大量优秀人才能在优秀企业的平台上发挥更多能力,最终梦想有一天中国优秀企业能如同优秀外资企业走进中国一样,走向国际舞台。
[Abstract]:Under the current trend of economic globalization, multinational enterprises have emerged all over the world. With the gradual growth of multinational enterprises, their market share in the international economy is also expanding. As a big consumer country, China's growing market is undoubtedly the first goal of many multinational enterprises. While multinational enterprises continue to invest in the Chinese market on a large scale, they are also facing many problems. Among them, the great difference between the parent company culture and the Chinese culture of multinational enterprises has become an important problem that multinational companies have to face. Therefore, how to change the enterprise resources between the head office and the branch and find the operation and management suitable for Sinicized management without losing the original excellent genes from the differences. More and more, it has become a frontier topic for senior managers of multinational corporations to study and discuss. Like all multinational corporations, cross-cultural management of A company has increasingly become the core issue in its transnational operation. Cultural differences not only bring great risks to the transnational operation of A company, but also bring unprecedented opportunities and restructuring advantages. The management of the new retail store of Company A is deeply influenced by American culture, and its growth time in China is relatively short, the model is not perfect and mature, and the experience is slightly insufficient. This paper takes the retail store of Company A as the research object, studies the management of the retail store of Company A in China, and tries to develop its unique management method. Before writing the thesis, the author read a considerable number of books and periodicals about cross-cultural management at home and abroad, and collected the data about the current development and operation of A company retail stores in China through various channels, and adopted the methods of literature analysis, comparative analysis and case study in the course of the research. By exploring the cultural differences between China and the West, this paper sums up the problems encountered by the retail stores of Company A in the initial development of cross-cultural management in China, the common explicit cultural conflicts, the strict management measures and the conflicts between Chinese and American employees who are afraid of the conflicts of humanistic needs, the conflicts of different concepts in human resources management between China and the United States, and the management problems caused by the different values of work between Chinese and American employees. This paper gives the principles and strategies to be observed in the development and implementation of cultural management in the retail store of Company A in China, including the choice of cross-cultural management mode and the establishment of the goal of the retail store of Company A. This paper puts forward that the retail stores of Company A should attach importance to cultural differences strategically, systematically train the employees, set up a reasonable incentive mechanism, combine the management mode with emotion and law, and perfect the information feedback system, and a series of concrete suggestions with certain maneuverability are put forward. The innovation of this paper is mainly reflected in the systematic analysis of the development situation of A company's retail stores in China, through the research of this paper, efforts to find some new management models, hoping to see that the development of excellent foreign-funded enterprises in China can eliminate some of the obstacles encountered because of cultural differences and cross-cultural management, and innovative management of the original culture and local culture. I also hope that a large number of outstanding talents can give full play to more capabilities on the platform of excellent enterprises, and finally dream that one day Chinese excellent enterprises can go to the international stage just as excellent foreign-funded enterprises come into China.
【学位授予单位】：云南财经大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F717.6

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