在全球化的浪潮下，跨国企业得到了蓬勃发展，但往往跨国企业母公司所在国家和 子公司所在国家存在一定的文化差异，容易形成文化冲突，给企业经营管理活动造成一 定的冲击。因此，对跨国企业进行母公司所在国与子公司所在国之间文化差异、企业文 化冲突原因分析以及问题解决方案进行探索研究，在充分尊重对方文化的基础上，尽可 能避免文化差异带来冲突的不利影响，促进企业的文化融合，最终实现企业经营目标， 有着十分重要的意义。 本论文基于前人对跨文化管理的研究成果，结合跨文化管理的相关理论，采用案例 研究的方法，通过四个典型案例，对美资 X 集团跨文化管理问题进行了分析，主要包括， 组织层面、个体层面、文化差异、外部环境变化等。 通过对X集团跨文化管理问题的原因分析，本论文得出了如下启示，选择文化融合 是必由之路、明确高层管理权责、加强人力资源管理、建立跨文化管理机制等不仅是X 集团跨文化冲突的解决方案，而且对其他在中国投资的美国企业也具有普遍适用性。本 论文得出的结论为，第一，管理源于文化，同时又对文化产生作用力；第二，对于跨国 企业，跨文化管理是决定企业经营管理成功与否的重要因素；第三，跨文化管理，既要 关注静态的文化差异对管理的影响，也要关注企业组织层面、个体层面和外部环境变化 对管理的影响；第四，对于在中国长期投资发展的美国跨国企业，选择文化融合是必由 之路。 关键词，文化差异；跨文化管理；案例研究II Abstract Under the tide of globalization, multinational enterprises have developed vigorously. However, there are cultural differences between the country where the parent company of a multinational enterprise is located and the country where the subsidiary company is located. It is easy to form cultural conflicts, which have a certain impact on the operation and management activities of the enterprise. Therefore, it is very important for multinational enterprises to explore and study the cultural differences between the home country of parent company and the country of subsidiary company, the causes of cultural conflicts and the solutions to the problems. On the basis of fully respecting each other’s culture, it is necessary to avoid the adverse effects of cultural differences, promote the cultural integration of enterprises, and ultimately achieve the business objectives. Based on the previous research results of cross-cultural management, combined with the relevant theories of cross-cultural management, this paper uses case study method to analyze the cross-cultural management of X Group(USA-based) through four typical cases, including organizational level, individual level, cultural differences, change in external environment and so on. Through the analysis of the causes of X Group's cross-cultural management problems, this paper puts forward corresponding solutions: choosing cultural integration is the only way, clarifying the power and responsibility of senior management, strengthening human resources management, establishing cross-cultural management mechanism, etc. It is not only the solution to the cross-cultural conflict of Group X, but also a universal reference for other American enterprises invested in China. The conclusions of this paper are as follows: Firstly, management originates from culture and exerts influence on culture. Secondly, for multinational enterprises, cross-cultural management is an important factor to determine the success of enterprise management. Thirdly, cross-cultural management should pay attention to not only the impact of static cultural differences on management, but also enterprise organization, individual level and the changes of external environment. Fourthly, for the long-term investment and development of American multinational enterprises in China, cultural integration is the only way. Key words: cultural differences; cross-cultural management; case studiesIII 目 录 摘要.........................................................................................................................................I Abstract ..................................................................................................................................... II 第一章 绪论..............................................................................................................................1 1.1 研究背景 .......................................................................................................................... 1 1.2 研究目的与意义.............................................................................................................. 1 1.3 文献综述.......................................................................................................................... 2 1.3.1 文化与管理............................................................................................................... 2 1.3.2 企业文化与领导人................................................................................................... 3 1.3.3 文化冲突与跨文化管理........................................................................................... 4 1.3.4 霍夫斯泰德文化五维度模式................................................................................... 4 1.3.5 爱德华.霍尔的高低文化情景论.............................................................................. 6 1.3.6 法默－里奇曼模式................................................................................................... 7 1.3.7 南希.爱德勒的跨文化冲突解决方案...................................................................... 7 1.3.8 组织结构设计的基本原则....................................................................................... 8 1.4 研究内容及方法.............................................................................................................. 8 第一部分 案例正文................................................................................................................10 第二章 X 集团发展历程和挑战............................................................................................10 2.1 X 集团介绍..................................................................................................................... 10 2.1.1 组织结构................................................................................................................. 11 2.1.2 员工情况................................................................................................................. 11 2.2 行业背景........................................................................................................................ 13 2.3 业务模式........................................................................................................................ 13 2.4 X 集团的跨文化冲突典型事件..................................................................................... 13 2.4.1 “各执己见”的捐款方式 .......................................................................................... 13 2.4.2 新人王经理的“奇怪发现” ..................................................................................... 14 2.4.3 逐渐“缩水”的福利 ................................................................................................. 15 2.4.4 “赔了夫人又折兵”的解雇案 .................................................................................. 17 2.5 X 集团面临的挑战......................................................................................................... 18IV 2.6 本章小结........................................................................................................................ 19 第二部分 案例分析................................................................................................................20 第三章 X 集团跨文化管理案例分析....................................................................................20 3.1 X 集团跨文化冲突原因分析......................................................................................... 20 3.1.1 组织层面................................................................................................................. 20 3.1.2 个体层面................................................................................................................. 22 3.1.3 中、港、法、美文化差异分析............................................................................. 25 3.1.4 X 集团外部环境变化 .............................................................................................. 29 3.2 本章小结........................................................................................................................ 31 第四章 案例启示....................................................................................................................32 4.1 选择文化融合是 X 集团的必由之路........................................................................... 32 4.1.1 X 集团在中国的长期发展战略 .............................................................................. 32 4.1.2 选择文化融合是必由之路..................................................................................... 32 4.1.3 文化融合的路径..................................................................................................... 33 4.2 明确高层管理权责........................................................................................................ 34 4.3 加强人力资源管理........................................................................................................ 34 4.3.1 人力资源管理合法化............................................................................................. 34 4.3.2 人力资源本地化..................................................................................................... 35 4.3.3 人力资源管理制度化............................................................................................. 36 4.4 建立跨文化管理机制.................................................................................................... 37 4.4.1 加强跨文化培训..................................................................................................... 37 4.4.2 进行有效内部沟通................................................................................................. 38 4.4.3 妥善管理跨文化冲突............................................................................................. 39 4.4.4 关注民生促进融合................................................................................................. 40 4.4.5 跨文化管理年度盘点............................................................................................. 40 4.5 本章小结........................................................................................................................ 40 结 论......................................................................................................................................41