M公司跨文化管理问题研究

发布时间：2018-03-08 10:44

本文选题：跨文化管理　切入点：中日文化　出处：《深圳大学》2017年硕士论文　论文类型：学位论文

【摘要】：众多的在华外资企业正在进行一场由跨国经营战略向全球经营战略转变的改革。而伴随着这种改革,文化的重要性也由低变高。在跨国经营阶段,企业以低成本为导向,文化的重要性很低。而在全球经营战略下,企业必须融合当地文化的特色来设计产品、推销产品、管理员工、进行客户服务,文化因素被公司极大的关注。在这种战略转变下,如何在母国文化与东道国文化之间,寻求一种适度的跨文化平衡,已经成为全球经营企业在竞争中取胜的关键。本文着重研究在华日资企业M公司由跨国经营战略向全球经营战略转变过程的跨文化管理问题。M公司之前是三来一补的制造加工企业,以劳动密集型为主。但随着中国成为全球最大的消费市场,母公司对华投资没有减少,反而在M公司内成立了研发部,服务于在华的所有工厂及其客户。母公司在3年前提出了向全球经营战略的转变方向,文化因素被公司重新关注,如何成功的进行跨文化管理对公司的战略转变起到关键的因素。本文利用跨文化管理理论的相关知识,对M公司目前的文化冲突引起的管理问题进行分类研究,分析双方文化的根源,促进相互理解达成共识,制定出被双方所接纳的价值体系,促成文化融合,在打造优秀的跨文化团队以及跨文化人力资源管理上提出切实可行的对策,对正在进行全球经营战略转变的企业有一定的借鉴作用。
[Abstract]:Many foreign-funded enterprises in China are undergoing a transformation from a transnational management strategy to a global business strategy. Along with this reform, the importance of culture has also changed from low to high. In the multinational business phase, enterprises are guided by low cost. The importance of culture is very low. And in the global business strategy, companies must integrate the characteristics of local culture to design products, promote products, manage employees, and provide customer service. How to find a proper cross-cultural balance between home culture and host country culture, It has become the key for global enterprises to win the competition. This paper focuses on the cross-cultural management of M Company, a Japanese enterprise in China, in the process of transition from transnational management strategy to global management strategy. Supplementary manufacturing and processing enterprises, But as China became the largest consumer market in the world, the parent company did not reduce its investment in China. Instead, it set up a research and development department within M Company. Serving all factories and their customers in China. The parent company proposed a shift to a global business strategy three years ago, and cultural factors have been refocused by the company. How to successfully carry out cross-cultural management plays a key role in the strategic transformation of the company. This paper makes use of the relevant knowledge of cross-cultural management theory to classify the management problems caused by the current cultural conflict in M Company. Analyzing the root causes of the two cultures, promoting mutual understanding and reaching a common understanding, working out the value system accepted by both sides, promoting cultural integration, and putting forward practical countermeasures to build excellent cross-cultural teams and cross-cultural human resources management. It can be used for reference for the enterprises that are changing their global business strategy.
【学位授予单位】：深圳大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F416.4;F270

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