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论文编号：	4535
作者编号：	2120072087
上传时间：	2012/6/14 17:29:30
中文题目：	合资公司跨文化的心理契约构建
英文题目：	Psychology contract construction based on cross-culture of A joint venture
指导老师：	齐善鸿
中文关键字：	合资公司;跨文化;心理契约
英文关键字：	Joint venture; Cross-culture; Psychological contract
中文摘要：	伴随着经济全球化和经济一体化，合资企业已经成为一种备受瞩目的组织形式。但是合资企业的经营失败率却在30％以上，其主要原因在于任何一家合资公司，表面上是双方资本、技术、人力等资源的联盟组合，而掩盖其下的却是不同的经营模式、国家文化之间的碰撞、交流和融合。合资企业面临着“双重文化适应”的考验，使其经营和管理面临着更高的风险和复杂性，并带来种种文化风险。如果这些文化风险不能得到妥善解决，就会产生文化冲突。合资公司如果不能化解文化冲突就会导致人际关系紧张、沟通中断、管理失效，严重挫伤公司管理绩效和运营效果。因此，合资公司的管理过程首要应关注的即是两种文化的融合。基于文化融合的跨文化管理，是在不同文化背景下设计出切实可行的组织结构和管理机制，妥善处理文化冲突并达到文化协同的过程。而文化背景决定了企业员工分别持有不同的行为准则和价值观，而要管理好这些员工，就必须去探寻他们的不同行为模式和价值观，心理契约的引入为此提供了一个全新的视角。心理契约是近年来学术界讨论的新热点，它作为员工与组织----企业中两大主体的最佳结合点，反映的是组织与员工这两大主体彼此之间对于对方所抱有的一系列微妙而含蓄的心理期望。 A公司即是这种背景下的中法合资企业，企业员工本已在大型国企环境及背景下长期工作多年，突然成为合资企业的一员，让他们深感迷茫而无所适从。因时间的惯性，他们依然停留或保持在之前对原有企业所抱有的心理期望上。在员工心中之前的这些期望就是员工的心理契约。作为企业与员工双方关系间的最佳结合点，心理契约涵盖了任何一方的期待、愿望以及精神激励与物质酬赏，是联结企业与员工的桥梁和纽带，并贯穿于员工在一个企业里的所有活动的全过程。因此能否有效引导并调控因文化差异而引起的文化冲突矛盾，在很大程度上取决于员工与企业共同构筑的心理契约的内容。本文运用心理契约的理论，试图将“心理契约”与“跨文化”两条研究线索结合在一起，从跨文化的角度诠释心理契约，从心理契约的角度审视企业文化。虽然心理契约与企业文化是企业管理关注的不同层面，但他们同源于个人价值观，这种价值观又深深地根植于企业制度的框架中，二者相互影响相互制约。在跨文化整合过程中，企业员工始终起着主流的作用，因为不论是文化风险还是文化冲突，都是由员工作为主体来表现出来。其中员工的心理契约是每个员工的价值期望和对企业的相关利益的综合，具有比文书契约更多更丰富的内容，是员工在组织中各种行为的心理基础融合文化差异的企业文化掌握了心理契约的内容和趋势，就能使企业对员工行为做出合理的预测。因此，员工心理契约的“个性”与企业文化的“共性”的良性互动，将是推动企业的快速稳步发展的动力。合资企业跨文化的整合则对心理契约的构建具有举足轻重的作用.本文以A合资公司为例，针对其员工在跨文化背景下心理契约动态变动，深入探讨了跨文化对员工心理契约的影响。最终导出构建跨文化心理契约的模型及构建对策，以指导A合资构建平衡型心理契约，并逐步达到文化的融合。
英文摘要：	With the economic globalization and economic integration, the joint venture has become a high-profile form of organization. But the operation failure rate of joint venture is over 30%. The main reason is that any joint venture is not only an seeming alignment of resource such as capital, technique and human resource, but also a collision, exchange and fusion of different country culture and business model. The test of "dual acculturation” faced by joint venture brings about higher risk and complexity coming from its operation, and bring all sorts of cultural risk. If these cultural risks cannot be properly resolved, a cultural conflict will happen up. If this conflict in a joint venture cannot be resolved, the results will lead to tension in interpersonal relationships, communication interruption, management failure, which seriously hurts the management performance and operational efficiency of the company. Therefore, the joint venture management process focuses primarily on the fusion of two cultures. Cross-cultural management based on the cultural fusion is to design practicable organizational structure and management mechanism under different cultural backgrounds, It is a process of properly deal with cultural conflict and finish cultural collaborative. Different culture background in one enterprise decides the different value and behavior rule possessed by employee. In order to manage well these employees with different culture background, their different patterns of behavior and value must be explored. The introduction of psychological contract provides one entirely new perspective. The psychological contract is the new hot spot of academic discussion in recent years. As the best combination of the two main bodies of employee and organization, it reflects a series of delicate and subtle psychological expectations possessed for each other between the organizations and employees. A company is a Sino-French joint venture in the above background. Employees, who had worked for a long time for many years, suddenly became members of the joint venture, deeply confused and at a loss. Due to the inertia of time, they still stayed in or remained the original psychological expectations, which is the psychological contract of employees. Psychological contract, as the best combination point of employees and enterprises, covers expectation, desire and spirit inspiration and matter reward from any of parts. Psychological contract is a bridge and tache that connect enterprises and employees, and run-through all process of employee’s all activities. So, if the culture conflicts caused by culture difference are efficiently piloted and controlled to reach cross-culture fusion, which depends on the contents of psychological contract built jointly by employees and enterprises. Applying the theory of psychological contract, this paper tries to combine the two clues of “psychological contract” and “enterprise culture” to interpret psychological contract from the viewpoint of cross-culture and explain enterprise culture from the perspective of psychological. Although the psychological contract and cross-culture concern on different levels of enterprise management, they are originated from personal values deeply rooted in the framework of the enterprise system. The two influence each other to mutual restraint. During the process of cross-culture integration, the employees always play the main role, whether the cultural risk or cultural conflict are all embodied by staff, whose psychological contract is the complex of each employee's expectations and interests of enterprises, with more rich content than the instrument contract, is the employees’ psychological basis of the organization behavior. Corporate culture with fusion of cultural differences grasps the content and trends of the psychological contract, enables enterprises to make a reasonable prediction on employee behavior. Therefore, the positive interaction of the "personality" of employee’s psychological contract and the "common" of corporate culture will be a momentum of rapid and steady development of the enterprise. The integration of cross-cultural in joint ventures plays a decisive role in the construction of the psychological contract. Taking A company as a example, this paper analyzes dynamic change of psychological contract of employee in the context of cross-culture, deeply discusses the influence of cross-culture on psychological contract, with the use of psychological contract theory. Finally, the paper works out that the model of construction of psychological contract based on cross-culture and the tactic of construction, which to guide A company to build balancing psychological contract, and gradually to achieve culture crasis.
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