摘 要

随着新经济时代的到来，全球经济一体化的势头不可阻挡,蕴藏着巨大潜力的中国市场正吸引着越来越多跨国企业的目光。面对现如今在华的跨国经营企业日益增多，而各国文化间的巨大差异已给其跨文化经营管理带来重重困难这一局面，研究跨国公司在华企业文化建设的成功案例，分析其企业文化建设策略及这些策略得以成功的原因，从而为其它跨国企业在中国市场更加有效地运用企业文化这一管理利器，顺利实现跨文化管理提供理论依据和实例参考的重要性不容忽视。
本文从跨文化角度入手，以案例分析和对比分析为主要研究方法，致力于研究跨国公司在中国的企业文化策略。文章首先阐述了企业文化的概念和国家文化与企业文化之间的紧密联系；然后介绍了跨国公司企业文化建设的四种模式；接着通过具体描述两家著名的跨国公司——联合利华和通用电气在中国的企业如何实现从价值观的建立到推广，进行其各具特色的企业文化建设的实例，深入探讨了本土化的企业文化和全球化的企业文化两种最为典型的企业文化模式，并通过分析对比两者的异同点，得出了正是因为它们的企业文化及相应模式融入了跨文化的视角，并与其各自的公司目标、管理战略等相适应，所以成功地增强了企业的竞争优势。文章最后提出了跨国公司企业文化建设给中国企业带来的启示。
本文不仅是企业文化文献的必要补充，也为即将进入中国市场的跨国公司更好地搞好企业文化建设，实现跨文化融合提供参考依据，同时还为更多的中国企业走国门跨国经营提供有益借鉴。

关键词：企业文化，跨国公司，跨文化管理，本土化，全球化

Abstract

The advent of new economy age fuels the trend of economic globalization, in which Chinese market, with its substantial potential for expansion and profit, has become the spotlight. Now, an increasing number of multinational corporations set up subsidiary in China, while cultural differences turn to be major blocks in the cross-cultural management of multinationals. Facing this situation, it is of significance to study on the successful cases of corporate culture construction of multinational companies in China. The analysis of their corporate culture strategies and the reasons that account for the success of these strategies will provide multinationals with theoretical and practical references in terms of effective utilization of corporate culture – a pivotal management tool, and successful cross-cultural management.
This paper, from the cross-cultural perspective, explores the corporate culture strategies of multinational corporations in China. It adopts case study and comparative analysis as research methods. It first explains the concept of corporate culture, and the close connection between national culture and corporate culture; then it presents four corporate culture mode alternatives for multinationals; after that, it cites Unilever China and GE China as typical cases. Through analyzing how the two subsidiaries determine and promote their corporate values, and successfully establish their unique corporate culture, the paper probes into the two typical corporate culture modes of multinationals – localized and globalized corporate culture. Furthermore, by comparative analysis between the two cases, it is found that the corporate culture that has a cross-cultural vision and matches with the missions and management strategies of the very company is the one that can bring multinationals with competitive advantages. Finally, some enlightenment on building corporate culture in Chinese companies is presented.
The results of this paper will be a supplement to the existing literature on corporate culture and be used as great reference for both multinational companies entering Chinese market and Chinese companies seeking development in foreign markets.

Key word: corporate culture, multinationals, cross-cultural management, localized, globalized