本文選題：跨文化管理　切入點：中日文化　出處：《深圳大學》2017年碩士論文　論文類型：學位論文

【摘要】：眾多的在華外資企業(yè)正在進行一場由跨國經(jīng)營戰(zhàn)略向全球經(jīng)營戰(zhàn)略轉(zhuǎn)變的改革。而伴隨著這種改革,文化的重要性也由低變高。在跨國經(jīng)營階段,企業(yè)以低成本為導向,文化的重要性很低。而在全球經(jīng)營戰(zhàn)略下,企業(yè)必須融合當?shù)匚幕奶厣珌碓O(shè)計產(chǎn)品、推銷產(chǎn)品、管理員工、進行客戶服務(wù),文化因素被公司極大的關(guān)注。在這種戰(zhàn)略轉(zhuǎn)變下,如何在母國文化與東道國文化之間,尋求一種適度的跨文化平衡,已經(jīng)成為全球經(jīng)營企業(yè)在競爭中取勝的關(guān)鍵。本文著重研究在華日資企業(yè)M公司由跨國經(jīng)營戰(zhàn)略向全球經(jīng)營戰(zhàn)略轉(zhuǎn)變過程的跨文化管理問題。M公司之前是三來一補的制造加工企業(yè),以勞動密集型為主。但隨著中國成為全球最大的消費市場,母公司對華投資沒有減少,反而在M公司內(nèi)成立了研發(fā)部,服務(wù)于在華的所有工廠及其客戶。母公司在3年前提出了向全球經(jīng)營戰(zhàn)略的轉(zhuǎn)變方向,文化因素被公司重新關(guān)注,如何成功的進行跨文化管理對公司的戰(zhàn)略轉(zhuǎn)變起到關(guān)鍵的因素。本文利用跨文化管理理論的相關(guān)知識,對M公司目前的文化沖突引起的管理問題進行分類研究,分析雙方文化的根源,促進相互理解達成共識,制定出被雙方所接納的價值體系,促成文化融合,在打造優(yōu)秀的跨文化團隊以及跨文化人力資源管理上提出切實可行的對策,對正在進行全球經(jīng)營戰(zhàn)略轉(zhuǎn)變的企業(yè)有一定的借鑒作用。
[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.
【學位授予單位】：深圳大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F416.4;F270

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