本文選題：跨文化 + 外資企業(yè)�。� 參考：《廣東外語外貿(mào)大學(xué)》2015年碩士論文

【摘要】：在經(jīng)濟(jì)全球化的背景下,各國企業(yè)紛紛實(shí)施跨國經(jīng)營戰(zhàn)略,以尋找更優(yōu)的企業(yè)資源,最終達(dá)到獲取更多利潤的經(jīng)營目的。跨國經(jīng)營戰(zhàn)略一方面使得跨國公司獲得多途徑發(fā)展,另一方面因?yàn)椴煌瑖业奈幕嬖诓町?致使在跨國企業(yè)的發(fā)展中出現(xiàn)了多元文化的沖突與融合現(xiàn)象。因此,跨文化管理也成為了跨國企業(yè)經(jīng)營成功的關(guān)鍵,近年來逐漸受到跨國企業(yè)的關(guān)注。中國是一個(gè)發(fā)展中國家,高速發(fā)展的經(jīng)濟(jì)、巨大的市場潛力、廉價(jià)的勞動(dòng)力資源,都令中國成為最具吸引力的外商投資目的地。這些外資企業(yè)需要采取跨文化管理方法來獲得在中國的良好經(jīng)營。所以,了解跨文化管理的一般理論演進(jìn)和識(shí)別文化沖突,以及根據(jù)公司實(shí)際情況選擇適宜的跨文化管理策略,對(duì)于我國外資企業(yè)在中國投資取得成功具有十分重要的意義。F公司是一家美商獨(dú)資的香港公司,是全球領(lǐng)先的醫(yī)藥用品生產(chǎn)商之一,總部設(shè)在香港,擁有一家子公司在廣州。F公司成立于1995年,經(jīng)過多年的努力,人員規(guī)模不斷擴(kuò)大。但近幾年來,管理干部與員工之間因文化差異而產(chǎn)生的各種跨文化問題日益增多,員工的離職率不斷攀升,公司的人力資源本土化成效不明顯。本文主要結(jié)合跨文化管理的相關(guān)理論,從人力資源的角度,用案例研究的方法,在對(duì)F公司在中國的管理現(xiàn)狀分析基礎(chǔ)上,對(duì)F公司在中國的跨文化管理問題進(jìn)行了剖析,并且引用了一些跨文化管理沖突的案例說明了跨文化管理在外資企業(yè)經(jīng)營管理過程中的重要性,并在這些分析的基礎(chǔ)上提出了F公司跨文化管理問題的解決方案,以將不同背景在價(jià)值觀、思維方式、習(xí)慣作風(fēng)等方面有很大差異的員工凝聚起來,提高工作效率,進(jìn)而提高企業(yè)綜合效益。
[Abstract]:Under the background of economic globalization, enterprises all over the world have implemented transnational management strategies in order to find better enterprise resources and finally achieve the purpose of obtaining more profits. On the one hand, transnational management strategy makes multinational corporations obtain multi-way development, on the other hand, because of the different cultures of different countries, there is a phenomenon of multiculturalism conflict and integration in the development of multinational enterprises. Therefore, cross-cultural management has become the key to the success of multinational enterprises. China is a developing country with a rapidly developing economy, huge market potential and cheap labor resources, all of which make China the most attractive destination for foreign investment. These foreign-funded enterprises need to adopt cross-cultural management to obtain good operation in China. Therefore, to understand the general theory of cross-cultural management evolution and identify cultural conflicts, and according to the actual situation of the company to choose appropriate cross-cultural management strategy, F is a wholly American company in Hong Kong and is one of the leading pharmaceutical manufacturers in the world, with its headquarters in Hong Kong. Has a subsidiary in Guangzhou. F company was founded in 1995, after many years of efforts, the scale of personnel continues to expand. However, in recent years, there are more and more cross-cultural problems caused by cultural differences between management cadres and employees, the rate of staff turnover is rising, and the results of localization of human resources are not obvious. This paper mainly combines the theory of cross-cultural management, from the point of view of human resources, with the method of case study, on the basis of the analysis of the current situation of F Company in China, analyzes the cross-cultural management of F Company in China. Some cases of cross-cultural management conflict are cited to illustrate the importance of cross-cultural management in the process of management of foreign-funded enterprises, and on the basis of these analyses, a solution to the cross-cultural management problem of company F is put forward. In order to gather the employees with different backgrounds in the aspects of values, ways of thinking, habits and style of work, the efficiency of work can be improved, and then the comprehensive benefit of the enterprise can be improved.
【學(xué)位授予單位】：廣東外語外貿(mào)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.92;F416.72

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

1 蔣兆毅;跨國企業(yè)的跨文化沖突解決之道[J];西華師范大學(xué)學(xué)報(bào)(哲學(xué)社會(huì)科學(xué)版);2004年05期

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本文編號(hào)：2059324