论文部分内容阅读
经济的发展、全球化进程的加快和我国经济建设的进一步发展,越来越多的企业跨出国门投入到世界市场的竞争中去。但中国企业在跨国经营的道路上并非一帆风顺,其中,TCL从2004年9月并购阿尔卡特的伊始到当年底就亏损了2.82亿元,2005年第一季度T&A(TCL-阿尔卡特)公司的净利润亏损额竟高达3.78亿元。纵观中国企业的经营史,企业实施跨国并购战略并取得完全成功的案例尚无迹可寻。而在世界范围内,据统计表明,三分之二的跨国并购案也以失败告终。究其原因,导致跨国并购失败的因素是多方面的,如市场形势的变化、管理者的决策失误等,但是其中一个不可忽视的深层原因就是企业间的跨文化整合问题。因此,在跨国公司经营和管理的全过程中都涉及到不同文化的矛盾和冲突,不可避免地都要进行跨文化企业管理,而在这些企业内部,如何对来自不同文化背景的员工组成的跨国公司进行管理,成为管理者不得不面对的一大挑战。
Economic development, the acceleration of the globalization process and the further development of China’s economic construction have led more and more enterprises to go global to compete in the world. However, Chinese enterprises are not always on the road to transnational management. Among them, TCL lost a total of 282 million yuan from the very beginning of the merger of Alcatel in September 2004 to the end of the year. In the first quarter of 2005, the net profit of T & A (TCL-Alcatel) Profit loss actually as high as 378 million yuan. Looking at the history of the operation of Chinese enterprises, there is no trace of the success of enterprises in implementing the strategy of cross-border M & A. In the world, statistics show that two-thirds of cross-border mergers and acquisitions have failed. The reason, leading to failure of cross-border mergers and acquisitions are many factors, such as changes in the market situation, the manager’s decision-making mistakes, but one of the most important reason can not be ignored is the cross-cultural integration between enterprises. Therefore, in the whole process of the operation and management of multinational corporations, they involve the contradictions and conflicts of different cultures and inevitably all have to carry out cross-cultural business management. In these enterprises, how to transnationalize the multinationals with different cultural backgrounds Company management, managers have to face a major challenge.