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论文编号：	1536
作者编号：	2120075030
上传时间：	2010/6/8 11:39:29
中文题目：	在华科技型中小企业跨文化战略管理研究
英文题目：	The Cross-cultural Management Strategy Study for Small and Medium-Sized High-Tech Enterprises in China
指导老师：	李季副教授
中文关键字：	科技型企业 中小企业 跨文化管理 战略管理
英文关键字：	High-tech Enterprises Small and Medium-Sized Enterprises
中文摘要：	摘 要 当今时代，世界经济正成为名符其实的全球村经济。企业无论是否跨国经营，都无一例外的受到外来文化的影响和冲击，企业必须掌握跨文化条件下经营和管理的方法和技巧，才能在日益严峻的竞争环境中找到栖身之所。跨国经营的企业必然面临一个与母国有诸多差异的文化环境，而文化环境对于企业的经营来说，其影响是全方位、全系统、全过程的。作为以国外投资为主、以科技人员为主体、以追求创新为其核心的科技型中小企业更是大大受到这一大环境的影响。实践证明，在中国投资的科技型中小企业的外向化获得了快速发展，然而，此类科技型中小企业国际化进程中的最大障碍就是高新技术领域跨文化的有效沟通。因此，如何在科技型中小企业内建立一个包容开放的跨文化交流平台，如何对公司产品生产和服务创造过程进行跨文化管理，已成为在华投资的科技型中小企业不得不面对的一大挑战。 企业文化理论的奠基人之一劳伦斯•米勒提道：“公司唯有发展出一种文化，这种文化能激励在竞争中获得成功的一切行为，这样公司才能在竞争中成功。”由此可以看出，企业文化是企业赖以生存与发展的根源，而优秀的企业文化更是企业良性发展的有力保障。跨文化管理又称为“交叉文化管理”，即在全球化经营中，总公司对子公司所在国的文化采取包容的管理方法，在跨文化条件下克服任何异质文化的冲突，并据以创造出企业独特的文化，从而形成卓有成效的管理过程。在这一管理过程中，在华科技型中小企业可采取“国际化”和“本地化”相结合，即根据“思维全球化和行动当地化”的原则来进行跨文化管理，通过一系列有效的人力资源跨文化战略管理，帮助企业留住并培养优秀人才，节省管理成本，不断拓展市场。此外，本文还介绍了跨文化战略管理在实施中会遇到的问题以及相应的控制方法和措施，总结出跨国经营的科技型中小企业只有加强对跨文化战略的控制才能成功地推行适合企业自身发展的跨文化战略管理，使企业在跨国经营的市场竞争中，不断战胜来自跨文化管理的挑战，在飞速发展的科技领域常立于不败之地。
英文摘要：	Abstract The nowadays world economy is becoming a real global economy. No matter the enterprises are with global operation or not, they will be influenced and impacted by the foreign culture, so enterprises must learn the operation and management strategy and methodology under the cross-cultural conditions. To realize the global operation, enterprises will certainly be confronted with a cultural environment which is greatly different from their domestic environment and the cultural environment will influence the whole systems and whole processes in the enterprise operation. According to statistics, the business scope of almost all the enterprises has a direct or indirect relationship with foreign enterprises which are involved in the great global business environment. Therefore, company's operation and management process will inevitably have to carry out Cross-cultural management and to concern the disposal of different cultural contradictions or conflicts. And for the small and medium-sized high-tech enterprises with foreign investment, technical personnel as the main body, and in pursuit of technical innovation will be affected more greatly by the global environment. It was proved that the globalization-oriented process of the small and medium-sized high-tech enterprises have had a rapid development in both developed and developing countries. However, the biggest obstacle of the small and medium-sized high-tech enterprises in the globalization process must be the effective cross-cultural communication in high-tech areas. Therefore， how to create an open and all embracing platform for cross-cultural communication and to develop a globalized strategic management for the company's products and services will become the major challenge that the small and medium-sized high-tech enterprises have to face. Lawrence Miller, One of the founders of enterprises culture theory have mentioned: “Only has the enterprise culture been developed and can inspire success in the competition of all acts, the company can be successful in the competition. From this we know that the enterprise culture is the basis for the survival and development of enterprises, and excellent enterprise culture is a strong guarantee for sound development. Cross-cultural Management, also known as “cross-cultural management”, that is, to take an all embracing management approach for the culture of both company's headquarter or subsidiary in global operations, to overcome any conflicts in cross-cultural conditions of different cultures, to create a unique corporate culture, and to form effective management process. The small and medium-sized high-tech enterprises can use the way of “Globalization strategy”, which is based on “thinking of globalized and localized action” principle of Cross-cultural management, through a series of Human Resource cross-cultural management strategies to realize human resource optimization, cost saving and market expansion in the management process. In addition, the thesis also introduces the problems during the implementation of cross-cultural strategies and corresponding control measures. From these, it is summarized that only by making good control of the cross-cultural strategies, the small and medium-sized high-tech enterprises could successfully implementing the most suitable cross-cultural management strategies and acquire competitive advantages when facing cross-cultural challenges during the rapidly developed high-tech industries and serious market competition.
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