南方普惠公司是一家由中国,加拿大合资的股份制公司。生产和
销售加普惠航空燃汽涡轮发动机、工业燃汽轮机、航空辅助动力等装
置,由于合资企业具有跨文化的特点,中方与加方具有不同的文化,
价值观,态度和行为,这也导致双方产生各种的文化冲突。II
文章结合南方普惠公司的具体情况来研究中、加文化冲突及管理
对策。研究内容主要是第一章节主要介绍了文章研究的背景,目的和
意义以及国内外的现状。第二章重点概述文化冲突相关理论。第三章
结合南方普惠公司的现状,重点进行了问题和原因分析。第四章基于
前面阐述的问题,得出相关的文化冲突管理对策。最后的结论与展望
部分对研究进行了总结,指出文章研究的不足及其对未来研究的几点
展望
文章通过对南方普惠公司的文化冲突及管理对策研究,提出了一
套具有可操作的管理方式,希望能够对公司的长远发展提供一定的帮
助,同时也为需要进行中加文化冲突及管理对策研究的相关企业提供
借鉴
关键词:南方惠普、文化冲突、管理III
ABSTRACT
Although joint ventures develop fast around the world along with
economic globalization,it is not difficult to find out that JVs still fail at a
high failure rate from perspective of international JV development history.
At present,Sino foreign JVs in China are also facing this problem.
Relevant data reveals that, from the beginning of allowing to establish
JV in China to 2014, 70% JVs have problem to coordinate properly and
15% terminate partnership ahead of schedule. The existence of this
widespread problem has aroused great concern of the academic circles on
the management methods of Sino foreign JVs. After extensive analysis
and research on factors affecting JV performance, such as external
environmental, choice of partner and JV itself, domestic experts and
scholars find out that JV cultural conflict is one of the important factors
affecting company performance and management. Therefore it is
important and it has practical and theoretical significance to study on
cultural conflict and management of Sino foreign JVs.
SPW is a Sino-Canadian JV company, majoring in producing and
selling PW aircraft gas turbine engines,industrial gas turbine,aircraft
auxiliary power unit. As a joint venture,SPW has a variety of cultural
conflict between the Chinese party and Canadian party, who come from
different culture background,and have different values,attitudes and
behaviors.IV
This paper researched on cultural conflict between China and
Canada as well as management countermeasure based on SPW case.
Chapter one mainly introduced the research background, purpose,
significance and status quo in China and abroad. Chapter two was
focused on overview of cultural conflict related theories. Chapter three
analyzed the problems and root causes of current SPW situation the
present of SPW,Then cultural conflict management strategies were put
forward in chapter four basing on the above mentioned problems. The
conclusion and prospect in the last part summarized the research and
pointed out the shortcomings of the study and some future research
points.
This paper put forward a set of useful management methods through
the research on cultural conflict and management strategies of SPW, in
hope of helping company development in long-term, as well as providing
useful experience for enterprises which needs to study on cultural conflict
and management countermeasure between China and Canada.
Key words: SPW、Cultural Conflict、 ManagementV
目 录
摘 要.......I
ABSTRACT..... III
第一章 绪 论....1
1.1 研究背景、目的及意义 1
1.1.1 背景......... 1
1.1.2 目的和意义......... 1
1.2 研究方法 2
1.2.1 文献法..... 2
1.2.2 案例分析法......... 2
1.3 国内外研究现状 ........... 3
1.3.1 国内研究现状..... 3
1.3.2 国外研究现状..... 4
1.4 论文结构安排.... 6
第二章 合资企业文化冲突的相关概念与理论基础..7
2.1 合资企业基本概念........ 7
2.1.1 合资企业概念..... 7
2.1.2 合资企业特征.... 7
2.2 文化冲突的概念及影响 8
2.2.1 文化的概念......... 8
2.2.2 文化冲突概念.. 11
2.2.3 文化冲突的正负影响.. 12
2.3 冲突管理的基本概念.. 13
2.4 冲突管理策略.. 16
2.5 冲突管理基本原则...... 17
第三章 南方普惠公司文化冲突表现及原因19
3.1 南方普惠公司简介 ..... 19
3.2 南普公司中加文化冲突.......... 20
3.2.1 价值观的差异和冲突... 20
3.2.2 管理方式的冲突.......... 22
3.2.3 显性文化的差异和冲突.......... 23
3.2.4 经营理念的差异.......... 24
3.2.5 制度文化的冲突.......... 25
3.2.6 隐私和行为文化冲突.. 26VI
3.3 南普公司中加文化冲突原因分析 ..... 27
3.3.1 文化背景不同... 27
3.3.2 价值观不同...... 27
3.3.3 中国、加拿大管理模式的不同.......... 28
3.3.4 文化沟通障碍... 29
3.3.5 民族中心主义.. 29
第四章 南方普惠公司文化冲突的管理对策31
4.1 坚持平等和共同发展原则 ..... 31
4.1.1 文化对等原则... 31
4.1.2 共同发展原则... 31
4.1.3 在决策中坚持整体性原则与平等互利原则... 33
4.2 构建文化交流平台 ..... 33
4.2.1 通过培训促进中加双方人员的沟通协作....... 33
4.2.2 识别文化差异... 35
4.2.3 发展双向沟通... 35
4.2.4 团队建设.......... 36
4.2.5 兴趣协会.......... 36
4.3 引进新的管理体系 ..... 37
4.3.1 ACE 体系结构.. 37
4.3.2 ACE 指标评估.. 40
4.4 管理本土化 ..... 41
4.5 加强工会建设 . 42
4.5.1 有效的表达员工诉求.. 42
4.5.2 加强员工合作.. 43
4.5.3 关爱员工.......... 43
4.6 构建新文化——实现新融合.. 44
4.6.1“蜜月期”44
4.6.2“矛盾期”44
4.6.3“稳定期”46
第五章 结论与展望....47
5.1 结论与展望 ..... 47
5.2 局限性 . 48
参考文献..........49
攻读硕士学位期间发表的论文..........52
致 谢....531
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