开题报告 (264).doc

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1、 研究生学位论文开题报告表姓 名 专 业 研 究 方 向 选 题 名 称 跨文化管理在企业国际化中的运用研究 Application of Cross-Cultural Management to the Internationalization of Enterprise 指 导 教 师 论文起止日期 填表时间： 年 月 日填 表 说 明1、本表由研究生本人在开题报告评审会结束后填写。2、本表一式三份，一份交指导教师，一份交学院，一份学生留存。3、本表在开题报告评审会结束后一周内交学院。4、本表第一项“选题来源”，是说明选题属于国家、省、市、学校、自选中的哪一类课题，省部级以上课题应注明选题

2、编号。5、本表第九项“指导教师审查意见”应包括：研究生是否根据评审专家意见对开题论证报告进行了修改，并明确说明是否同意研究生进入学位论文撰写阶段。一、课题来源： Globalization is one of the most outstanding features in international economic development in 21st century, moreover, it will gradually play an increasingly important role in the future global advancement. For a modern

3、 enterprise, it has to face the challenges not only in its domestic market, but also in the exploration of overseas potential market. Therefore, implementing international management becomes a new mission in the operation of an enterprise. Globalization fosters the flows of capital, technology, and

4、commodity and knowledge all around the world, which also provides a historic opportunity for Chinese market in internalization. The internalization of an enterprise under the trend of globalization is an economic measure, at the same time, it is a kind of cultural activity which definitely has to en

5、counter with the conflicts in different culture as well as different value or behaviors from different cultures. And these conflicts threat the enterprise in international management stuck in dilemma. That is to say, it is significant to make a research in how to reduce the negative effect of cultur

6、al conflicts with efficient management in the international operation of an enterprise so as to promote a healthy advancement and win competitive initiative for enterprise in the future. 二、选题论证： Most of the current studies mainly focus on cross-cultural management in multinational corporations, whil

7、e it is rare to find the studies on the difficulties in international development of Chinese enterprise from the perspective of cross-cultural management. In addition, under the trend of globalization, an increasing number of Chinese enterprises are able to win global market on the way to their deve

8、lopment. Such as TCL group, Lenove Group, Haier Group and so forth. As international activities inevitably are conducted in different cultures, so it is urgent for enterprises to deeply understand cultural differences, cultural conflicts, and cultural construction. Moreover, with the acceleration of

9、 Chinese enterprises in international development, we have not developed a mature systematic framework in enterprise cross- culture construction. Therefore, learning cross-cultural management theory abroad which benefits the advancement of ourselves and the successful experience in Chinese enterpris

10、e do help the research in cross-cultural management. 三、研究目的和意义：Research objective:Based on the findings in previous works, this paper will focus on the development situation and characteristics of Chinese enterprise to analyze the cross-cultural management in international operation, and moreover, t

11、his paper will put forward some countermeasures in cross-cultural management construction according to the cultural differences and cultural conflicts. Research significance:Since joining the WTO, with the further opening of Chinese market, on one hand, a large number of foreign enterprises flood in

12、to China along with their different values, management, thinking mode, behaviors rules and so on, which exert some impact on domestic management in enterprise operation. On the other hand, for Chinese enterprises in internalization, the different cultural backgrounds of company members will lead to

13、different working altitude and pursuit; the different management way and experience from management authorities will also render cultural conflicts in enterprise management, which to a large extent could be ascribed to the different kind of language, education as well as religious belief.Therefore,

14、this paper choose to study the application of cross-cultural management to the internalization of Chinese enterprise with the aim to provide some experience reference to Chinese enterprise in the exploitation of international market and self-development.四、 国内外研究现状和发展趋势的简要说明（文献综述，中英文表述）：Studies Abroa

15、dManagement conflict or cultural conflict is the dominant factor leading to the difficulties in cross-cultural management. Cultural conflict is a type of conflict that occurs when different cultural values and beliefs clash. The following part will briefly outlines the studies on some relative facto

16、rs in cross-cultural management.Jonathan H. Turner (2005) defines it as a conflict caused by “differences in cultural values and beliefs that place people at odds with one another”.Robert R. Blake and Jane Mouton (1964) were among the first to present a conceptual scheme for classifying the modes fo

17、r handling interpersonal conflicts in five types: forcing, withdrawing, smoothing, compromising, and problem solving.Furthermore, American scholar Thomas applied the managerial grid model (1964) developed by Blake and Mouton to the analysis of personal relationship and achieve five styles for confli

18、ct management in cultural conflicts: Competing, Compromising, Collaborating, Avoiding, and Accommodating. Businesses can benefit from appropriate types and levels of conflict. That is the aim of conflict management, and not the aim of conflict resolution.In fact, Rahim discovered that conflict manag

19、ement minimizes the negative outcomes of conflict and promotes the positive outcomes of conflict with the goal of improving learning in an organization. (Rahim, 2002)Canadian scholar in cross-cultural management Nancy J. Adler (1995) studied intercultural communication between first generation immig

20、rants from India and Euro-Americans with in-depth interviews and found participants did not agree in their perceptions of the influence of culture, they generally agreed on the dominant culture rules for competent intercultural communication in each of the critical incidents, which showed that the t

21、acit influence of cultural differences on perceptions of competent communication between Asian Indians and Euro-Americans in one critical incident involve the proper management. He put forward three solutions to handle cultural conflicts: dominance, compromise ad synergy.Borisoff & Victor believed t

22、hat special consideration should be paid to conflict management between two parties from distinct cultures. In addition to the everyday sources of conflict, “misunderstandings, and from this counterproductive, pseudo conflicts, arise when members of one culture are unable to understand culturally de

23、termined differences in communication practices, traditions, and thought processing”(Borisoff & Victor, 1989). Actually, this has already been observed in the business research literature. Renner (2007) recounted several episodes where managers from developed countries moved to less developed countr

24、ies to resolve conflicts within the company and met with little success due to their failure to adapt to the conflict management styles of the local culture. As an example, in Kozans study noted above, he found that Asian cultures are far more likely to use a harmony model of conflict management. If

25、 a party operating from a harmony model comes in conflict with a party using a more confrontational model, misunderstandings above and beyond those generated by the conflict itself will arise.In short, start from interpersonal conflicts, personal relationship to conflict management in cultural confl

26、icts, intercultural communication, conflict management between two parties from distinct cultures, foreign scholars create a mature research mode in cross-cultural conflict management, while it is rare to see Chinese enterprise as their researching case in these studies.Studies at HomeCompared with

27、the flourishing studies on cultural conflicts or cultural management, relative domestic studies are just on the way.Professor Chen Xiaoping (2009) made a deep research on cross-cultural management with case studies, and classified the different ethnic cultures, illustrated the function of culture to

28、 enterprise operation and decision management. In addition, she summarized how to promote culture integration by cross-cultural communication, how to cultivate management talents in global economic development.Zhang Sufeng (2003) in his book International operation and Cross-cultural Management anal

29、yzed the tough difficulties in cultural conflicts of multinational enterprises in international business, and revealed that these differences mainly reflect in living habits, religious belief, thinking model, language, values and so on. He insisted that enterprise culture-oriented, domestic culture-

30、oriented, native culture-oriented and transculturation these four possible management modes could be helpful in dealing with cross-cultural management.Yan Wenhua (2000) in his work Psychology in Cross-cultural enterprise Management put forth culture conflicts led by the behavior motivations of forei

31、gn and domestic employees in sino-foreign equity joint venture with some examples, and he further imparted how to effectively conducted cultural communication. So how to cope with cross-cultural management, Huang Niangen (2003) deemed that first of all, we should be able to recognize the differences

32、 in different cultures, and then improve our ability in cross-cultural conflicts, and last learning from the operation concepts of enterprise culture. All in all, domestic studies lay much emphasis on the culture differences, cross-cultural conflicts in sino-foreign equity joint venture, and some co

33、untermeasures about how to cope with these difficulties. However, few studies focus on how to do cultural integration, or construction of enterprise culture. Besides, there is not much novel theoretical fruits in this field. （可加页） 五、主要研究内容和要求达到的深度：Chapter One Introduction1.1 Research Background1.2 R

34、esearch Purpose and Significance1.3 Thesis Structure1.4 Introduction of ConceptsChapter Two Literature Review2.1 Studies on Cross-Culture Management at Home2.2 Studies on Cross-Culture Management AbroadChapter Three Theoretical Framework of Cross-Cultural Management3.1 Culture Dimension3.2 Comparati

35、ve Management3.3 Cross-Culture ManagementChapter Four Analysis on Cross-Culture Management Problems in Chinese Enterprise Internalization 4.1 Current Internalization of Chinese Enterprise4.2 Cultural Differences and Conflicts in the Internalization of Chinese Enterprise4.3 Main Difficulties of Chine

36、se Enterprise in Cross-Cultural Management 4.3.1 Lack of Ability of Cultural Integration 4.3.2 Short of Efficient Cross-Culture Organization4.3.3 Dearth of Diverse Team Management4.3.4 Void of International Management TalentsChapter Five Cross-Cultural Management of Chinese Enterprise5.1 Influence o

37、f Chinese Culture to Enterprise Management of Chinese Enterprise5.2 Basic Principles in the Establishment of Cross-Cultural Management5.2.1 Equality and Mutual Benefit5.2.2 Mutual Trust5.2.3 Mutual Development5.3 Case Study of Internalization of Chinese Enterprise in Cross-Cultural Management5.3.1 C

38、ulture Construction of TCL Group in Internalization5.3.2 New Culture Construction of Lenovo Group in Overseas Merger and Acquisition5.4 Suggestion to Chinese Enterprise in Cross-Cultural Management5.4.1 Management Concept5.4.2 Strategic Deployment5.4.3 Effective Measures in Cross-Cultural Management

39、Chapter Six Conclusion6.1 Summary of the Study6.2 Limitations of the Study6.3 Implications for Further StudyReferences1Borisoff, D., & Victor, D. A. (1989). Conflict management: A communication skills approach. Englewood Cliffs, NJ: Prentice-Hall.2Buller,P.F.Kohis,J.J. & Anderson,K.S.2000, When ethi

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