摘 要
近些年跨国并购案如火如荼,有成功的案例也有更多失败的案例。据统计全球范围
内失败的跨国并购案例中,80%是由跨文化管理不力所导致。而在全球范围内的企业合
作中,因技术、财务或战略方面的因素导致的合作搁浅只占30%,70%的失败是由于文
化沟通不畅,跨文化管理无效造成的。
从1989年在中国设立代表处进入中国市场,A (中国)公司迅猛发展,相继在中国
市场收购了多家工厂完成了在中国市场的布局,形成了有五家制造工厂、销售分公司遍
布全国的良好局面。
然而在高歌猛进、不断攻城略地的局面下,A (中国)公司内部各种问题也暗流汹
涌,并于2012—2013年间集中爆发。其中由文化冲突引起的管理问题格外引人注目,
也因此使得这家在国际上执牛耳的跨国公司在中国市场陷入了泥潭。
本文作者以案例的形式就A (中国)公司内部的文化冲突问题进行了探讨。首先对
A (中国)公司的全球背景、公司现状和组织架构及其内部存在的两种不同文化进行了
介绍;进而通过具体案例阐述了公司内部存在的文化冲突问题;在引入文化冲突理论的
基础之上,具体分析了四种文化冲突现象产生的原因;并就四种文化冲突问题提出了有
针对性的建议和对策。
.本文的研究着眼于文化冲突以及文化融合的角度来解决问题,对于当前的A公司来
说是极具针对性的。同时,其研究结论对于其他跨国公司企业也有着一定的借鉴意义。
关键词:跨国公司;文化差异;文化冲突;跨文化管理
A (中国)公司内部文化冲突案例研究
The case study on Cultural conflicts inside A (China)
Abstract
In recent years, many merges have occurred in Multi-National Corporations; some cases
did work,but more merges failed. In these unsuccessful cases,however, 80% is caused by bad
cross-culture management worldwide. While, in the global scope,only 30% enterprise
cooperation come to nothing due to technical,financial or strategic factors; 70% is caused by
miscommunication and inefficient Cross-Culture management.
In 1989,A came into China markets by installed its first respective office in Shanghai; in
the following years, A(China) acquired several factories and companies. Till now,A(China)
has completed its strategic layout in China, the biggest market in the world,: five manufacture
plants and more than a dozen sales offices or sales points all over the country; which makes
LE(China) possess a great advantage over its opposites.
While,in the image of great success, many problems concealed and burst out in
2012-2013 year in A(China) .Among them,bad Cross-Culture managements issues attracted
peoples' attentions; and made this certain Multi-National Corporation which is the top brand in
the welding industry stuck in the mud.
In this thesis, the author discussed these Cross-Cultural conflicts based on his years
practices. In the front part, this paper introduces A(China),s global background,organization
structure and its two culture coexistence situations; And then demonstrated that culture
differences lead into four kinds of management conflicts. After introducing interrelated theories
on culture differences ,culture conflicts and culture fiision, the author dissected the four
Cross-Culture management issues and put forward his corresponding advices and
coxintermeasures.
These measures attempts to solve problems from the culture conflicts and culture
integration perspective; and these niche-targeting steps maybe useful to A(China) in current
situations. Certainly, these methods also have some reference significance for other
Multi-National Corporations.
Key Words : Multi-National Corporation; Culture difference; Culture conflict;
Cross-Culture management
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