文档价格: | 1000金币立即充值 | 包含内容: | 完整论文 | 文章下载流程 | |||||
文章字数: | 5158 字 (由Word统计) | 文章格式: | Doc.docx (Word) | 本站文章可以通过查重吗? |
Abstract
Against the current context of economic globalization, multinationals of China and foreign countries are trying to extend their tentacles throughout the world, competing fiercely in all walks of business. This situation has played an unprecedented role in promoting cultural and economic exchange among the countries. But due to differences in cultural and historical traditions, many multinational companies often have a difficult time in dealing with the internal affairs in foreign countries. This paper endeavors to elaborate on the cultural conflicts within the multinational companies, analyze their underlying causes, and most importantly, try to seek some feasible solutions to the problem.
Keywords multinational company cultural conflict cultural conflict theory globalization
在当今经济全球化的背景下,无论是我国还是国外的跨国公司都纷纷向世界各地伸出自己的触角,在各行各业展开激烈的角逐。这种情况对各国的文化和经济交流起到了前所未有的促进作用,但是由于各国历史文化传统的差异,跨国企业内部管理中的问题和矛盾也层出不穷。本文将从文化冲突理论的角度着眼,探讨跨国企业内部出现的文化冲突现象并分析其产生的深层次原因,并试图寻求该问题的解决之道。
关键词 跨国公司 文化冲突 文化冲突理论 全球化
1 Introduction
Under the current context of globalization, the number of multinational company has surged starkly, which plays an irreplaceable role in promoting the cultural and economic exchanges among different countries. But due to cultural differences, the multinational company has also met some managerial dilemma. This paper will endeavor to talk about the cultural conflicts within the multinational companies, analyze their underlying causes, and most importantly, try to seek some feasible solutions to the problem.
1.1 Importance of the Cross-Cultural Management
With the accelerating pace of the globalization, an expanding number of multinational companies have extended their tentacles to other countries. However, during this process, the multinational companies often meet some plights resulting from the diversified cultures, which handicap the companies’ internal communication and cooperation, reduce the clients’ confidence in them and damage their managerial patterns and achievement.