跨国车企在中国占据了约 67%的市场份额。为了进一步把握中国市场，贴近用户，
满足本土客户的需求，同时也为了提升其全球的竞争力，跨国车企在中国陆续设
立乘用车研发中心或者准备设立研发中心。本文通过 PEST 的分析方法，得出结
论中国的政策经济环境是鼓励跨国车企在中国建立研发中心的，中国本土的工业
进步也为跨国乘用车公司在中国设立研发中心提供了合适的技术环境。于是，能
否实行成功的跨文化管理成为了这些跨国乘用车研发中心成功的关键因素。在中
国的跨国车企研发中心的形式除了中美合资，中德合资，中日合资，中法合资等
合资形式以外，还有美国独资，法国独资，日本独资等独资的研发中心。这些研
发中心各有不同的主体文化，有的是以外方文化为主的发展的，有的是以中方文
化为主的发展的，也有的是在中外双方各有主次而融会贯通的文化下发展的。本
文结合跨文化理论，主要运用霍夫斯泰德的关于文化的五个维度的分析方法，对
三个有代表性的跨国乘用车研发中心进行分析，这三个研发中心在中国的能力建
设里程中，表现出了不同的发展模式。这三个研发中心的发展模式代表了“外方文
化为主”，“中方文化为主”，“中外双方文化结合”这三种不同主导文化的乘用车研
发中心的发展模式，它们各自都有优缺点。本文从跨文化的视角分析其发展模式
的形成的原因，阐述其发展模式对自身能力建设的影响以及对主机厂的产品竞争
力的贡献，并总结出各发展模式的适用范围。该文章结论可以供其他乘用车研发
中心参考，对其发展模式的调整起到借鉴作用，同时也为其他准备在中国设立乘
用车研发中心的主机厂或者准备进军中国乘用车研发的企业提供参考。本文是跨
文化理论在乘用车研发中心领域的一次探讨，这样的研究可以在丰富对跨文化管
理的理论知识的同时了解实践意义，也可以为跨文化管理在汽车行业做有益的探
索，亦可以把跨文化管理的思路融入到研发中心领域。

关键词
跨文化管理，研发中心，乘用车
Abstract
In 2011，over 14 million passenger cars were sold in China. China has become the
largest passenger car market in the world. Global passenger car companies own about
67% market share in China. To get closer to China customer and win China market as
well as improve the global competition power, global passenger car companies
established or will establish local vehicle engineering center in China. From the PEST
analysis, we can find the policy and economic environment of China encourages global
passenger car companies to set up engineering center in China. Also, Chinese industry
is developing and the technology environment of China supports the engineering
center set up. In China, the investment mode of those vehicle engineering centers is
various including foreign company (Japan, France, U.S. etc.) and joint venture
(China-Japan, China-France, China-U.S., China-Germany etc.). By using cross culture
management theory, mainly through Hofstede’s “5 dimension” analysis method, three
typical global passenger car company’s engineering centers were studied in this paper.
These three engineering centers have different development modes based on different
dominant culture. They are the representatives for three culture modes including
“Foreign culture leading”, “Chinese culture leading” and “Chinese-foreign culture
crossed”. Each mode has its advantage and disadvantage. This paper analyzed the
cause of each mode from cross culture perspective and expatiates on the development
mode’s effect to the companies. A conclusion was made at the end of this paper. From
the conclusion, people can find which mode fits for what kind of company. This
conclusion could be a reference for other passenger car OEMs who want to improve
their capability. In the meantime, this paper can be referred to the new entry of
passenger car company who wants to invest engineering center in China. In this paper,
cross culture theory was applied to automotive industry. This paper can be also
regarded as cross culture theory’s application to technique center.
Keywords:
Cross culture management, Engineering center, Passenger car