本文選題：中國東方航空 + 外包服務(wù)��； 參考：《電子科技大學(xué)》2014年碩士論文

【摘要】：隨著中國民航業(yè)航權(quán)市場的不斷放開,越來越多的外國航空進(jìn)入中國開設(shè)航班進(jìn)行跨國經(jīng)營。為確保企業(yè)在不斷拓展的前提下能最大限度降低運(yùn)營成本,外國航空開始嘗試突破地域和文化背景的限制,將非核心的業(yè)務(wù)和服務(wù)以外包的形式轉(zhuǎn)移給本土國的地面代理方經(jīng)營管理,尋求與本土航空地面外包服務(wù)的合作與長久發(fā)展。上海作為中國最大的航空樞紐港之一,無疑進(jìn)入了民航業(yè)全球化和多元化發(fā)展新時期,而中國東方航空憑借中國國有三大航之一、華東地區(qū)國內(nèi)民航界的龍頭老大身份,承接了上海地區(qū)60%以上的外國航空地面服務(wù)外包業(yè)務(wù)。但是,大多數(shù)外航在與東航進(jìn)行地面服務(wù)外包業(yè)務(wù)合作時發(fā)現(xiàn),他們對中國和中國國有航空的企業(yè)文化了解甚少,外包業(yè)務(wù)的合作過程中總是遇到很多跨文化溝通障礙,服務(wù)開展并不順利。東航作為典型的國有航空,雖然借助上海航權(quán)市場的率先開放獲得較多外航的地面服務(wù)外包代理權(quán),但限于其內(nèi)部國營管理模式的滯后性,企業(yè)始終未在內(nèi)部構(gòu)建任何跨文化交流的培訓(xùn)和引導(dǎo)機(jī)構(gòu),在涉及外航跨文化溝通處理方面一直處于起步階段。基于此,本文以東航地面服務(wù)部為案例,就如何做好與外航合作中的跨文化溝通這一問題進(jìn)行探討。首先,在第一章提出研究的目的和意義,探討了論文思路和方法。其次,在第二章對跨文化溝通相關(guān)理論知識進(jìn)行回顧,為本文的研究分析提供理論支撐。然后,在本文的第三章對東航地面服務(wù)部與外國航空外包服務(wù)中的跨文化溝通現(xiàn)狀進(jìn)行闡述,介紹公司外包服務(wù)基本概況、東航外包服務(wù)中跨文化溝通發(fā)揮的作用進(jìn)行正反兩方面的分析、選取具有代表性的研究對象以對比的方式闡述東航與外航在認(rèn)知層面、價值觀層面、語言層面、溝通風(fēng)格層面等各方面存在的跨文化沖突內(nèi)容。緊接著,在第四章對公司外包代理跨文化沖突的原因進(jìn)行分析,并在第五章總結(jié)提煉出適合當(dāng)前公司進(jìn)行跨文化溝通的有效策略。希望借此可以對我國航空企業(yè)拓展外包業(yè)務(wù)、提升管理水平、升級跨文化溝通的能力、技巧等方面提供有用參考。
[Abstract]:With the opening of China's civil aviation market, more and more foreign airlines enter China to set up flights for transnational operation. In order to ensure that enterprises can minimize operating costs on the premise of continuous expansion, foreign airlines have begun to try to break through the restrictions of geographical and cultural background. The non-core business and service are transferred to the local land agent in the form of outsourcing to seek cooperation and long-term development with the local aviation ground outsourcing service. As one of the largest aviation hub ports in China, Shanghai has undoubtedly entered a new era of globalization and diversified development of the civil aviation industry. China Eastern Airlines, with one of the three major air routes owned by China, is the leading leader in the domestic civil aviation industry in East China. Undertake more than 60% of the foreign air ground service outsourcing business in Shanghai. However, when most foreign airlines cooperate with China Eastern in ground service outsourcing, they find that they know very little about the corporate culture of China and China's state-owned airlines, and they always encounter a lot of cross-cultural communication obstacles in the process of outsourcing business cooperation. The service did not go smoothly. China Eastern Airlines, as a typical state-owned airline, although taking the lead in opening up the Shanghai air rights market to obtain more foreign air services outsourcing agency rights, it is limited to the lag of its internal state-owned management mode. The enterprise has never set up any training and guidance institutions for cross-cultural communication, and has been in its infancy in dealing with cross-cultural communication of foreign airlines. Based on this, this paper takes the ground service department of China Eastern Airlines as an example to discuss how to do well the cross-cultural communication between China Eastern Airlines and foreign airlines. First, in the first chapter, the purpose and significance of the research are put forward, and the ideas and methods of the thesis are discussed. Secondly, the second chapter reviews the theoretical knowledge of cross-cultural communication, which provides theoretical support for the research and analysis of this paper. Then, in the third chapter of this paper, the cross-cultural communication between China Eastern Air ground Service and foreign aviation outsourcing service is expounded, and the basic situation of outsourcing service is introduced. The role of cross-cultural communication in China Eastern Outsourcing Service is analyzed in both positive and negative aspects, and the representative research objects are selected to explain the cognitive, value and language aspects of China Eastern Airlines and Foreign Airlines in a comparative way. Communication style level and other aspects of cross-cultural conflict content. Then, in the fourth chapter, the author analyzes the causes of cross-cultural conflict of corporate outsourcing agent, and summarizes the effective strategies for cross-cultural communication in chapter five. It is hoped that this can be used as a useful reference for China's aviation enterprises to expand their outsourcing business, improve their management level, upgrade their cross-cultural communication skills, and so on.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F752.68;F562.6
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本文編號：1888183