摘要
奥格雷迪和莱恩(1995)在其著作《心理距离的悖论》(The Psychic Distance Paradox)
中指出:“越是在文化地理接近的国家，其与对方国家开展经营活动也更为容易，然
而，如果忽视了两国的文化差异，或者说忽视了由于文化上的距离所产生的差异的话，
反而会使得其企业在进军文化、地理接近的海外市场的时候遇到更多的困难，最终导
致其失败。”
随着 1992 年中韩建交以来，中韩两国在各个领域都取得了长足的发展。但韩国
企业在中国的发展却并非一帆风顺。自 2000 年以来，韩国企业在中国的投资规模和
比重大规模下降，而随着 2008 年金融风暴的到来，更发生了大批韩国企业从中国撤
资的事件。这其中当然有经济大环境的影响，但韩国的企业在中国遭遇文化冲突且不
能很好的解决，也是导致许多韩国企业失败的根本原因之一。因此笔者根据多年在韩
企 H 公司的工作经验，将其作为跨文化管理的研究对象，先使用霍夫斯坦德的国家文
化模型对其进行分析，再挖掘出该公司在上海成立之初到发展的过程中遇到许多文化
差异的问题；最后分析该企业是如何运用适当的管理方式来解决这些跨文化差异的。

本文的意义就在于给在华韩企提供一种思路，即如何通过跨文化管理来解决企业内部
的文化冲突，同时更好的促进在华韩国企业能够更好的发展，并最终促进中韩两国经
济的共同发展。

当前全球经济形势经济扑朔迷离，“二次衰退”的风险加剧。欧洲经济已经进入
衰退期，美国经济也处在衰退的边缘。这对于中国企业以及韩国企业来说更应该多重
视互相的经济合作，同时也希望本文对于中国的跨国企业应该如何进行跨文化管理有
所启示。

关键词 跨文化沟通，跨文化管理，文化差异, 韩国企业，韩国文化
Abstract
Abstract
In O’Grady & Lane’s (1995) book “The Psychic Distance Paradox”said that
“Companies tend to begin their internationalization process in countries that are
‘psychically’ close.” Researchers describe the sequence of entry that firms follow and the
mode of entry they choose. They suggest that psychically close countries are more easily
understood than distant ones; and offer more familiar operating environments. But the
psychic distance paradox is that operations in psychically close countries are not
necessarily easy to manage, because assumptions of similarity can prevent executives from
learning about critical differences.
Since the year 1992, China and South Korea established diplomatic relations, the two
countries made a great stride in many fields. But the development of South Korean
enterprises in China has not always been smoothly. Since the year 2000, the scale of
investment and the proportion from Korean companies declined dramatically. In the 2008
financial crisis, a large number of Korean enterprises divested from China. Which of
course have a big environmental impact, but the Korean enterprises in China suffered from
cultural conflict and cannot solve it, lead to one of the root causes of a large number of
Korean enterprises fail. The author has ten years work experience in the Korean enterprise
H Company, so choice the company as an object of study of the cross-cultural management.
Firstly, the author used Hofstede's Cultural Dimensions and organization cultures
dimensions to analyze this company, and then try to find the problems of cultural
differences in the corporate. Finally to develop how the enterprise find the appropriate way
to solve these cross-cultural differences. The significance of this paper is to provide an
example of how to resolve cross-cultural conflict by managing to make a reference to the
other Korean enterprises in China, and to promote the development of Korean companies
in China and also promote the development the economy of China and Korea.
The current global economic situation is not very clear; we may face to second
recession risk. The European economy has already entered a recession, the USA’s
economy also in the edge of the recession. For Chinese enterprises as well as Korean
companies should be more emphasis on economic cooperation with each other. In addition,
I also hope that this article should have implications in multinational companies in China
for how to manage the cross-cultural.
Keywords Intercultural Business Communication, Cross Cultural Management, Cultural differences
South Korean Enterprise, Culture of South Korean