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论文编号：	13235
作者编号：	2120192944
上传时间：	2022/6/8 20:03:49
中文题目：	V公司在华运营团队跨文化管理优化研究
英文题目：	Research on Optimization of Cross-Cultural Management of V Company Operation Team in China
指导老师：	王学秀
中文关键字：	跨国公司；在华运营团队；跨文化管理；中印文化差异
英文关键字：	Multinational Corporation; Operation Team in China; Cross-Cultural Management; Sino-Indian Culture Differences
中文摘要：	改革开放以来，跨国公司在华投资力度不断加大，跨文化合作交流也随之增加。在此过程中出现的摩擦、问题、矛盾等也愈发凸显与普遍。在经济全球化的背景下，文化在国家、公司、部门和团队管理中都充当着重要角色，成为决定和推动事业成功的重要力量。跨国公司需要辨别员工和客户的多元文化心态，了解多元文化劳动力对组织绩效和效率的影响，吸引和保留高潜力的员工。因此，跨国企业也越来越重视跨文化管理的有效性，利用跨文化团队的积极动力，发展和挖掘不同文化的协同作用，提升文化融合能力，谋求长远、高质量发展。 本文以V公司在华运营团队为研究对象，运用文献综述、观察访谈和案例分析等方法，基于在华运营团队跨文化管理现状，对团队实际跨文化管理中存在的问题和难点进行深入探讨和成因分析，经过研究提出相应的跨文化管理优化对策和实施保障措施。论文首先介绍了本次研究的背景、意义，明确了研究方法与框架。论文基于对文化、跨文化以及跨文化管理相关概念和理论的回顾与学习，结合V公司在华运营团队跨文化管理现状，归纳总结了该团队在跨文化领导者、跨文化人力资源和与国外母公司远程IT团队沟通三个方面的问题。从中印文化差异、印度外包服务企业管理模式以及V公司自身原因三个角度对问题成因进行分析。在此基础上，制定了应对上述三方面跨文化管理问题的具体优化对策。最后，提出了企业文化、组织制度以及资源投入等方面的实施保障措施。 V公司是一家典型的印度技术服务外包公司。V公司在华运营团队中跨文化管理问题普遍存在并被长期忽视。通过研究帮助V公司认识到跨文化管理重要性并完善相应公司机制，对V公司在华长期发展至关重要。本文选取V公司在华运营团队为案例进行深入分析，尝试对文化差异在实际管理过程中无法有效融合的问题提出新的解决思路。同时，对其他印度企业在中国的跨文化管理优化与完善提供一定借鉴和参考。
英文摘要：	Since the reform and opening up, multinational companies have been investing more and more in China, and cross-cultural cooperation and exchanges have also increased. The problems, contradictions and conflicts that arise in this process are also becoming more prominent and widespread. In the context of economic globalization, culture plays an important role in the management of countries, companies, departments and teams. Meanwhile, culture also becomes an important force in determining and driving business success. Multinational companies need to identify the multicultural mindset of their employees and customers, understand the impact of a multicultural workforce on organizational performance and efficiency, attract and retain high-potential employees. As a result, MNCs are also increasingly focusing on the effectiveness of cross-cultural management, harnessing the positive dynamics of cross-cultural teams, developing and tapping into the synergies of different cultures, and enhancing cultural integration capabilities to pursue long-term growth and high-quality development. This thesis takes V company operation team in China as the research object, using literature review, observation interview and case study research methods, based on the current situation of cross-cultural management of V company operation team in China, conducts an in-depth discussion and analysis of the causes of the problems and difficulties in actual management, and proposes corresponding countermeasures for intercultural management improvement and implementation safeguards after the study. The thesis firstly introduces the background and significance of this study, and clarifies the research methodology and framework. Based on the review and study of the concepts of culture, cross-culture and theories related to cross-cultural management, the thesis summarizes the cross-cultural management problems of V company operation team in China in three aspects: cross-cultural leaders, cross-cultural human resources and communication problems with remote IT team of V parent company, taking into account the current situation of cross-cultural management in V company. The causes of cross-cultural management problems in the team are analyzed from three perspectives: cultural differences between China and India, the management model of Indian outsourcing service companies, and V company’s own reasons. Based on this, specific improvement countermeasures to deal with the above three aspects of cross-cultural management problems are formulated. Finally, implementation safeguards in terms of corporate culture, organizational system and resource investment are proposed. V company is a typical Indian technology outsourcing service company. The cross-cultural management issues in the operation team in China have been prevalent and neglected for a long time. This study helps V company to recognize the importance of cross-cultural management and improve the corresponding corporate mechanism, which is crucial for V company's long-term development in China. This thesis selects a case study of V company operation team in China and tries to propose a new solution to the problem that cultural difference cannot be effectively integrated in the actual management process. At the same time, it will provide some reference for other Indian companies to optimize and improve their cross-cultural management in China.
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