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论文编号：	847
作者编号：	2120052515
上传时间：	2008/6/27 8:17:48
中文题目：	在华韩资企业的组织文化创新
英文题目：	A Study on Organization Cultur
指导老师：	申光龍 副教授
中文关键字：	韩资企业、企业文化、文化差异、
英文关键字：	Korean Enterprises Corporate
中文摘要：	随着中韩经贸关系不断升温，韩国对中国投资的不断加速，中国已成为韩国企业对外投资的首选地。伴随着经济一体化的进一步深入，以及未来即将建立的中韩自由贸易区的愿景，在华韩资企业将在两国经贸中发挥更大的作用，其跨国组织管理的经营与创新也显得越来越重要。无疑，在华韩资企业的成功，可以归因于在华韩资企业在组织经营管理方面的创新。其中包括，鲜明独特的企业文化本土化特点，组织管理模式的创新，以及结合东道国特点的市场营销模式等。分析在华韩资企业全球化与本地化，如何进行组织创新，改善经营管理模式，以适应东道国市场的需要，对于深化发展韩资企业，以及对韩国外贸产业的发展都有重要的意义。 不同民族、国家有着不同的文化，不同的文化往往产生不同的管理风格。文化差异对跨国公司的影响主要包括：世界范围内管理风格的差异；民族文化和公司文化的关系；文化的协同作用以及跨国公司如何运用文化协同来进行管理等。跨文化和多元文化是跨国公司有别于一般企业的基本特征，是跨国公司进行跨国经营、对外直接投资的环境与条件。正是这一特征决定了跨国公司的管理必须充分考虑文化差异和多元文化对跨国公司的作用和影响，并对跨国公司进行跨文化管理。 文化的差异有助于用不同的新眼光去看待原有的问题，从而产生更多创造和革新的机会。企业在跨国经营中必须能够应对多重文化的挑战，减少由文化摩擦而带来的交易成本，同时将公司的运营放在全球的视野中，建构自己的跨文化团队和跨文化管理战略，从而实现企业跨国经营目标的成功。 随着经济全球化，如何通过企业文化建设来提高企业的核心竞争力，引发起企业界和理论界越来越多的关注。在企业文化建设中，怎样理顺目标和具体条件的关系，也成为一个重要的问题。 企业文化对组织创新起着重要的作用，这一观点已经得到了人们普遍的认同，企业文化究竟怎样影响组织的创新将是本文探讨的重点。文化本身是一个隐性的概念，而组织的创新则是实实在在的效益，那么二者之间的关系则需要一个中间的变量来传递。 本文通过回顾“组织管理”和“企业文化”等经典理论，采用理论分析与实证分析相结合的方法，以在华韩资企业组织管理模式为研究对象，通过总结在华韩资企业投资的总体状况和组织管理模式的现状，结合具体的企业案例，分析在华韩资企业组织管理模式的创新之处，希望对从事跨国经营的企业提供有益的借鉴和帮助，并尝试给出在华韩资企业组织经营的建议。
英文摘要：	With the rapidly increasing bilateral trade and direct investment between Korea and China, China has become the first choice of Korean Enterprises in their foreign investment. Due to further steps in economic integration and the hope of the new coming Korea-China free trade area, Korean Enterprises will play a more significant role in the trade between China and Korea. Therefore, the Organizational Innovation of Korean Enterprises needs more emphasis in this sense. Indeed, the success of the Korean multinational enterprise in their Chinese business owes to the innovation in corporate management, including corporate-culture localization, organization innovation and marketing strategy integrating local cases. It is essential to analyze how Korean Enterprises combine the strategy of globalization and localization, regenerate their mode of organizational management, and implement innovation in their business in China. The different nation has different culture that gives birth to a different style of management. The cultural differences among the different nations have a great deal of influences on the transaction corporation such as the differences and the main aspects of the style of management, the relation between the national culture and corporative culture and so on. Multi-culture is not only a basic feature that makes transaction corporation different from an ordinary corporation but also the environment and condition on which transaction corporation invests and deals. We must take into account of the basic feature in the management on Transaction Corporation and take corresponding measures. Using the culture difference to stand up to the complex difficulties. While the culture difference can help us put new insights into the former existing problems, which brings about more and more chances of innovations. If the enterprises could face with the challenges of different culture in the multinational management, cut down the exchange cost of culture clashes, put the company running in the world view, build their own team and management strategy across culture, then finally they are sure to attain the goal of multi national management. Accompanying the globalization of economy, corporate culture construction and constructing corporate idea have become the critical questions. Moreover, more enterprises and researchers pay more attention on these questions. It is a very popular view that corporate culture plays an important role in affecting factors of Organizational Innovation. This paper will analyze corporate culture how to affect Organizational Innovation. Culture is a recessive concept, but innovation a factual value. The relationship between them is needed a middle variable. This paper demonstrates that acting is the variable. With the methodology of a combination of theoretical and experiential analysis, before which is a review of theories on organizational management and corporate culture and an actual case based on multinational business, this paper summarizes how Korean Enterprises innovate their organizational management in Chinese business and concludes a rule that can help the manager who is in the changing process to know what to do and how to charge the situation, which will be meaningful in real application.
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