CROSS CULTURAL COMMUNICATION
Enviado por Carmori2012 • 16 de Julio de 2012 • 2.907 Palabras (12 Páginas) • 639 Visitas
CROSS-CULTURAL COMMUNICATION
Vol. 6, No. 2, 2010, pp. 48-56
ISSN 1712-8358
www.cscanada.net
www.cscanada.org
48
A Study On Transnational Enterprise Faces
Cultural Difference and Trans-Culture
Management Under Economic Globalization
Background
UNE ÉTUDE SUR LES ENTREPRISES TRANSNATIONALES
FACE AUX DIFFÉRENCES CULTURELLES ET SUR LA
GESTION TRANSCULTURELLE SOUS LE CONTEXTE DE
LA MONDIALISATION ÉCONOMIQUE
SUN Jing1
XU Bing2
Abstract: Trans-Culture and multicultural are Multinational corporation’s essential
feature that distinguish between ordinary enterprise, they are also enterprise carries on
trans-national operations and foreign direct investment environment and condition.
Along with the 21st century economic globalization rapidly development, the world
economics depend on each other degree to deepen day by day mutually, specially
Multinational corporation which take market integration, trade globalization,
financial internationalization, production trans-national, economical network and so
on as characteristic rapidly development, caused the global economic relation each
other close degree sharp growth, conformity, transformation, remould the global
production, management, circulation various active way, world economics which
became is worthy of reputation global economic. What follows comes, economical
and cultural relation is also widespread day by day. Trans-national operations develop
around world quickly, when the enterprise carries on investment and management at
host country which has different cultural, cultural difference will bring many
influences to enterprise's trans-national operations and management. Therefore, how
to overcome negative effect which cultural difference brings, is also trans-national
enterprise faces huge challenge and difficult problems. Multinational corporation
want to reduce adverse effect which brings by cultural difference, it must construct
own Trans-Culture management tactics by globalized field of vision.
Key words: Multinational Corporation; Culture; Cultural difference; Trans-Culture
Management
1 School of Business Management, Shenyang University, Shenyang, 110041, China.
E-mail: sunjing9819@yahoo.com.cn
2 School of Music Education, Shenyang University, Shenyang, 110041, China.
E-mail:sy133588@126.com
* Received 18 March 2009; accepted 1 May 2010
SUN Jing & XU Bing / Cross-cultural Communication Vol.6 No.2 2010
49
Résumé: Transculturel et multiculturel sont les caractéristiques essentielles des
sociétés multinationales qui se distinguent des entreprises ordinaires. Ils sont aussi
des entreprises qui exercent des activités transnationales et fontcionnent dans un
environnement des investissements directs étrangers. Au fur et à mesure du
développement rapide de globalisation économique du 21ème siècle, le degré de
dépendance mutuelle de l'économie mondiale s'approfondit de jour en jour, et en
particulier les sociétés multinationales qui impliquent l'intégration des marchés, la
mondialisation des échanges, l'internationalisation financière, la production
transnationale, le réseau économique et ainsi de suite. Le développement rapide a
renforcé les relations entre les sujets économiques dans la mondialisation, la
conformité, la transformation, et remodelé la production mondiale, la gestion et la
circulation de manière active. L'économie mondiale est devenue digne de la
réputation de l'économie globale. Ce qui suit est l'extension des relations
économiques et culturelles au jour le jour. Les opérations transnationales se
développent très rapidement dans le monde, lorsque l'entreprise exerce des
investissements et de la gestion dans le pays hôte qui a des différences culturelles. Ces
différences culturelles apporteront de nombreuses influences sur les opérations
transnationales et la gestion des entreprises. Par conséquent, la façon de surmonter les
effets négatifs liés aux différences culturelles est un grand challenge et un gros
problème auxquels les entreprises transnationales devraient faire face.Si les sociétés
multinationales veulent réduire l'effet indésirable entraîné par la différence culturelle,
elles doivent construire leurs propres tactiques de gestion transculturelles avec un
champ de vision mondialisée.
Mots-Clés: société multinationale; culture; différence culturelle; management
transculturel
1. CORRECT UNDERSTANDING CULTURE AND
CULTURAL DIFFERENCE
Culture generally refers to patterns of human activity and symbolic structures that give such activities
significance and importance. Cultures can be "understood as systems of symbols and meanings that even
their creators contest, that lack fixed boundaries, that are constantly in flux, and that interact and compete
with one another"( Fan Hui. 1993).
Trans-Culture difference refers that cultural difference that between different country and nationality.
The different national culture has characteristic of distinctive, continuous, non-materiality, between each
nationality's language, tradition, disposition and life style are different, creates each country, nationality
differ in cultural aspect. Looking from Trans-Culture, country (or nationality) cultural context
differences, is not only one of cultural difference origins, moreover, each company "enterprise culture"
and "organization culture" difference as well as staff individual culture quality difference, is also cultural
difference’s important origin. (Luo Nengsheng. 2006) For example, looking from the country and
national culture's difference, Western enterprise emphasis individuality and innovation, but East
enterprise more emphasizes collectivism and moderate development; Looking from the enterprise
culture and organization culture's difference, High-tech enterprise emphasizes innovation, traditional
enterprise more emphasizes steady. The enterprise which is at growth stage to display for positive culture,
the enterprise which is at mature stage to display for the steady culture; Looking from staff individual
culture quality difference, business manager is main center which organizational
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