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1、西 南 财 经 大 学研究生学位论文开题报告表姓 名 专 业 外国语言学与应用语言学 研 究 方 向 选 题 名 称 从跨修改为“从跨文化冲突管理的角度来研究企业文化的构建（整合）”文化冲突管理的角度来研究企业文化 的构建 Application of Cross-Cultural Conflicts Management to the Cultural Construction of Enterprise 指 导 教 师 邓 一 恒 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

2、、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。 （可加页） 一、课题来源： Globalization is one of the most outstanding features in international economic development in 21st century, moreover, it will gradually p

3、lay an increasingly important role in the future global advancement. For a modern 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 operati

4、on of an enterprise. Globalization fosters the flows of capital, technology, and 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 measur

5、e, at the same time, it is a kind of cultural activity which definitely has to encounter 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

6、 is significant to make a research in how to reduce the negative effect of cultural 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 stud

7、ies mainly focus on cross-cultural management in multinational corporations, while 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 num

8、ber of Chinese enterprises are able to win global market on the way to their development. Such as TCL group, Lenovo 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,

9、cultural conflicts, and cultural construction. Moreover, with the acceleration of 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 benefit

10、s the advancement of ourselves and the successful experience in Chinese enterprise 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

11、analyze the cross-cultural management in international operation, and moreover, this paper will put forward some suggestions on cross-cultural management construction according to the cultural differences and cultural conflicts. Research significance:Since joining the WTO, with the further opening o

12、f Chinese market, on one hand, a large number of foreign enterprises flood into 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 interna

13、lization, the different cultural backgrounds of company members will lead to 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

14、different kind of language, education as well as religious belief. Therefore, this paper choose to study the application of cross-cultural management to the internalization of Chinese enterprise with the aim to provide some experience in reference to Chinese enterprise in the exploitation of interna

15、tional 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 AbroadManagement 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 c

16、lash. The following part will briefly outlines the studies on some relative factors in cross-cultural management.Turner (2005) defines it as a conflict caused by “differences in cultural values and beliefs that place people at odds with one another”.Blake and Jane Mouton (1964) were among the first

17、to present a conceptual scheme for classifying the modes for 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

18、of personal relationship and achieve five styles for conflict 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 confli

19、ct resolution.In fact, Rahim discovered that conflict management 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

20、 intercultural communication between first generation immigrants 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

21、 in each of the critical incidents, which showed that the tacit influence of cultural differences on perceptions of competent communication between Asian Indians and Euro-Americans in one critical incident involved the proper management. He put forward three solutions to handle cultural conflicts: d

22、ominance, compromise ad synergy.Borisoff and Victor believed that 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

23、 members of one culture are unable to understand culturally determined 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 m

24、anagers from developed countries moved to less developed countries 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 fa

25、r more likely to use a harmony model of conflict management. If 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.Besides, Jay Barney (1991) studies the four e

26、mpirical indicators of the potential of firm resources to generate sustained competitive advantage, they are value, rareness, imitability and substitutability to testify the potential of several firm resources for generating sustained competitive advantages, which are the important factors in cross-

27、cultural construction.In short, start from interpersonal conflicts, personal relationship to conflict management in cultural conflicts, intercultural communication, conflict management between two parties from distinct cultures, foreign scholars create a mature research mode in cross-cultural confli

28、ct management, while it is rare to see Chinese enterprise as their researching case in these studies.Studies at HomeCompared with the flourishing studies on cultural conflicts or cultural management, relative domestic studies are just on the way.Chen(2009) made a deep research on cross-cultural mana

29、gement with case studies, and classified the different ethnic cultures, illustrated the function of culture to 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 e

30、conomic development.Zhang(2003) analyzed 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

31、 culture-oriented, domestic culture-oriented, native culture-oriented and transculturation these four possible management modes could be helpful in dealing with cross-cultural management.Yan (2000) put forth culture conflicts led by the behavior motivations of foreign and domestic employees in sino-

32、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 N. (2003) deemed that first of all, we should be able to recognize the differences in different cultures, and then improv

33、e our ability in cross-cultural conflicts, and last learning from the operation concepts of enterprise culture.补充多元文化企业文化构建的国内外文献（跨文化角度）。另，格式上中英文作者都只需要姓，有重名的加名的第一个字母。 As to how to build a diverse culture in an enterprise, Deng Peiran (2009)analyzed the international and domestic environment for Chin

34、ese enterprises to go abroad under the financial crisis, and pointed out that the financial crisis bring a favorable opportunity for Chinese enterprises cross-border mergers and acquisitions, pointed out that“advance consuming awareness”based on self-centered idea, so it it necessary to actively pro

35、mote the Chinese culture through cross-border mergers and acquisitions of Chinese enterprises, positively build a “harmonious” corporate culture, enhance the “vigilant in peace time” and “sense of crisis”, encourage “benevolence”, and foster the “collectivism” concept to strengthen the Chinese cultu

36、ral elements in the cultural integration. All in all, domestic studies lay much emphasis on the cultural differences and cross-cultural conflicts in sino-foreign equity joint venture, and multinational corporations as well as some suggestions on how to cope with these difficulties. However, how to c

37、onstruct enterprise culture that including to integrate different cultures, there has not been much theoretical progress in this direction. （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 Research Purpose and Significance1.3 Thesis Structure1.4 Introduction of ConceptsChapt

38、er 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 Comparative Management3.3 Cross-Culture ManagementChapter Four Analysis on Cross-Culture Manag

39、ement 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 Chinese Enterprise in Cross-Cultural Management 4.3.1 Lack of Ability of Cultural Integrat

40、ion 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 of Chinese Culture to Enterprise Management of Chinese Enterprise5.2 Basic Principles

41、in the Establishment of Cross-Cultural Management5.2.1 Equality and Mutual Benefit5.2.2 Mutual Trust5.2.3 Mutual Development5.3 Case Study找三个案例。加上个体在企业中应对文化冲突的过程的案例。因目前只是构思阶段，具体的过程是需要在未来写作中一步步布局确定的，而目前的所选的分析案例在未来也可能全盘换掉.。开题只是反映你的思路，以此跟导师交流，而导师的意见也只是参展，最终还是靠你自己研究。 of Internalization of Chinese Enterp

42、rise in Cross-Cultural Management5.3.1 Culture Construction of TCL Group in Internalization5.3.2 New Culture Construction of Lenovo Group in Overseas Merger and Acquisition5.3.3 Culture Construction of Haier Group5.4 Suggestion to Chinese Enterprise in Cross-Cultural Management5.4.1 Management Conce

43、pt5.4.2 Strategic Deployment5.4.3 Effective Measures in Cross-Cultural ManagementChapter Six Conclusion6.1 Summary of the Study6.2 Limitations of the Study6.3 Implications for Further StudyReferences使用PAP格式，不用序号 采用首字母排序。另，只列举文献综述中引用过的文献，若该文献有其他类似或相关观点则在句末加括号写出姓名即可。没有直接引用的文献不在此出现。是APA格式！Barney, J.(19

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45、ts across culturesJ. Organization Dynamics,28(4) 52-66 G.Hofstede.Cultures and Organizations M.Mc Graw-Hill International (UK) Limited, 1991. Klukhohm F.,StrodtbeckF.L.(1961). Variations in Value Orientations M, New York: Harper and Row, . Fons Trompenaars, Charles H.T(1998). Riding the Waves of Cul

46、ture, Understanding Cultural Diversity in Business. 2nd editon M.London Nicholas Brealey Publishing. Edward T.H. (1976). How Cultures Collide M.Psychology Today, July. Nancy J. Adler. Competitive Frontiers. Cross-cultural Management and the 21st Century J.Int.J.InternationalRel.,Vol.19.No.4,pp.523-5

47、37,1995 Elsevier Science Ltd. Printed in the USA Nancy J. Adler.(1995). Competitive Frontiers. -cultural Management and the 21st Century. Int. J. International Rel.,Vol.19.No.4,pp.523-537Elsevier Science Ltd. Printed in the USA Sylvie, C.(2003). Cross-cultural Management in Multinational Project GroupsJ.Journal of World Business 38,141-149 G.Hofstede.Cultures and OrganizationsM.Mc Graw-Hill International(UK) Limited,1991 Mik