本文選題：中石化 + 國際化經(jīng)營　； 參考：《西南石油大學(xué)》2013年碩士論文

【摘要】：石油是一種重要的戰(zhàn)略資源。隨著經(jīng)濟(jì)全球化、一體化進(jìn)程的不斷加快,石油企業(yè)進(jìn)行國際化經(jīng)營,在全球范圍內(nèi)配置資源,提升效益,推進(jìn)發(fā)展,從事跨國生產(chǎn)經(jīng)營活動(dòng),在跨越國界、進(jìn)入他國的同時(shí),也超越了民族、跨越了文化。因此,石油企業(yè)國際化經(jīng)營必然將面對(duì)不同國家、不同組織、不同企業(yè)等不同文化體系帶來的碰撞、摩擦,具體講就是文化差異造成的。就國際化經(jīng)營企業(yè)來講,文化差異既有積極的一面,推動(dòng)企業(yè)的發(fā)展；又有消極的一面,處理不當(dāng)影響企業(yè)的正常運(yùn)轉(zhuǎn)�？缥幕芾怼�(shí)現(xiàn)企業(yè)文化融合正是企業(yè)國際化發(fā)展的需要,勢(shì)在必行。 20世紀(jì)末,特別是中國加入WTO后,越來越多的中國石油企業(yè)積極實(shí)施“走出去”的國際化戰(zhàn)略。石油企業(yè)在國際化經(jīng)營發(fā)展中,走出國門,實(shí)現(xiàn)發(fā)展,面臨一個(gè)形勢(shì)、一個(gè)新的文化環(huán)境。同時(shí),中石化石油企業(yè)所處國情、發(fā)展歷程、企業(yè)文化具有一定的特殊性,從而使中石化石油企業(yè)跨國經(jīng)營面臨新的挑戰(zhàn)。因此,加強(qiáng)跨文化管理研究,對(duì)于中石化石油企業(yè)并購重組、國際化經(jīng)營,實(shí)現(xiàn)“跨文化”發(fā)展,促進(jìn)企業(yè)文化的融合,具有重要的現(xiàn)實(shí)意義和深遠(yuǎn)的歷史意義。 在深入總結(jié)自己多年海外跨文化工作經(jīng)驗(yàn),對(duì)跨文化管理理論研究學(xué)習(xí)的基礎(chǔ)上,以充分認(rèn)識(shí)企業(yè)文化的重要作用為前提,從中石化石油企業(yè)文化的形成發(fā)展入手,研究了中石化石油企業(yè)文化的特征,與國外企業(yè)文化的差異,對(duì)四種文化管理模式系統(tǒng)分析、比較選擇,從中石化石油企業(yè)跨國國際化經(jīng)營的實(shí)際出發(fā),探索出了具有中國特色的、適應(yīng)石油企業(yè)的文化管理模式,并提出了跨文化管理、實(shí)現(xiàn)企業(yè)文化融合的對(duì)策,以促進(jìn)我國石油企業(yè)國際化經(jīng)營健康發(fā)展。
[Abstract]:Petroleum is an important strategic resource. With the globalization of economy and the accelerating process of integration, petroleum enterprises operate internationally, allocate resources globally, promote efficiency, promote development, engage in transnational production and management activities, cross national borders and enter into other countries at the same time. Also transcends the nation, has crossed the culture. Therefore, the international management of petroleum enterprises will inevitably face the collision and friction brought by different cultural systems, such as different countries, different organizations and different enterprises, which is caused by cultural differences. As far as international enterprises are concerned, cultural differences have both positive side and negative side, which affect the normal operation of enterprises. Cross-cultural management and the integration of corporate culture are the needs of the development of enterprise internationalization. At the end of the 20th century, especially after China's entry into WTO, More and more Chinese oil enterprises actively implement the international strategy of "going out". In the development of international management, petroleum enterprises are facing a new situation and a new cultural environment. At the same time, Sinopec petroleum enterprises in the national conditions, development process, enterprise culture has certain particularity, which makes Sinopec petroleum enterprises face new challenges. Therefore, it is of great realistic and far-reaching significance to strengthen cross-cultural management research for Sinopec petroleum enterprises to merge and reorganize, internationalize management, realize "cross-cultural" development, and promote the integration of enterprise culture. On the basis of summarizing the experience of overseas cross-cultural work for many years and studying the theory of cross-cultural management, and on the premise of fully understanding the important role of enterprise culture, this paper starts with the formation and development of Sinopec petroleum enterprise culture. This paper studies the characteristics of Sinopec's petroleum enterprise culture, the difference between Sinopec's petroleum enterprise culture and foreign enterprise's culture, analyzes and compares the four cultural management modes, and proceeds from the reality of Sinopec's transnational international operation. This paper explores the cultural management mode with Chinese characteristics and adapts to petroleum enterprises, and puts forward the countermeasures of cross-cultural management to realize the integration of enterprise culture, so as to promote the healthy development of international management of Chinese petroleum enterprises.
【學(xué)位授予單位】：西南石油大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.22;F270

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本文編號(hào)：2112868