本文關(guān)鍵詞：一汽—大眾奧迪品牌中德跨文化管理研究，由筆耕文化傳播整理發(fā)布。

        中西方的文化差異自古而有之，在合資企業(yè)中則表現(xiàn)在管理、溝通、企業(yè)文化等等各個(gè)方面的不同。隨著改革開放政策的實(shí)施及中國經(jīng)濟(jì)地位在世界上的提高，越來越多的國外汽車廠商在中國投資，使得中外汽車合資企業(yè)數(shù)量不斷攀升。但隨之而來的中外文化沖突問題也不可避免的逐漸呈現(xiàn)出來。盡管部分合資企業(yè)與國外廠商合作的很好，卻也有部分廠商在合作中遇到很多問題，比如兩國社會(huì)文化背景的差異、管理模式的差異、人力資源方面的差異等等。有的企業(yè)一味迎合外方的所有理念及管理模式，失去自我特色及中國地方優(yōu)勢(shì)，使“合資企業(yè)”變得更像是單純的“進(jìn)口商”，致使產(chǎn)品的豐富性受到制約，對(duì)外方的過度依賴也會(huì)導(dǎo)致對(duì)市場(chǎng)形勢(shì)的不敏感；相反，有的企業(yè)不接受國外合作廠商的觀念，唯我獨(dú)尊，這便失去了合資企業(yè)的合作意義，最終導(dǎo)致外國公司厭倦合作，摒棄合資模式而走向獨(dú)資運(yùn)營的路線，，繼而使本土公司失去外國公司的技術(shù)及資金等支持，在激烈的市場(chǎng)競(jìng)爭(zhēng)中失去競(jìng)爭(zhēng)力，無法持續(xù)經(jīng)營。合資企業(yè)的成功往往和他們企業(yè)管理多元文化的能力有關(guān)，而失敗也是如此。中國企業(yè)在逐漸融入國際市場(chǎng)的同時(shí)所面臨的中外文化溝通問題逐漸增多，其中最主要的是文化沖突。如何在全球化與本土化以及區(qū)域化之間，在母公司與子公司之間，找到合適的文化平衡點(diǎn)，找到適合公司發(fā)展的跨文化管理方式，已經(jīng)成為中國企業(yè)在激烈競(jìng)爭(zhēng)中取勝的關(guān)鍵。面對(duì)這些問題，必須深入分析其根結(jié)所在，進(jìn)而使合資企業(yè)走向可持續(xù)發(fā)展道路。本文將以一汽-大眾的中德合作為背景，以奧迪品牌為例，探討中德雙方在跨文化交流中所產(chǎn)生的沖突及取得的成果。重點(diǎn)研究中德雙方在跨文化管理中所做出的努力，提出了優(yōu)秀合資企業(yè)需要研究的跨文化問題，展示了奧迪品牌是如何在這種跨文化融合過程中取得的巨大成功。首先本文從理論角度介紹了目前國內(nèi)外在跨文化管理研究上的現(xiàn)狀，提出了跨文化合作中凸現(xiàn)出來的問題，然后介紹了一汽-大眾奧迪品牌中德雙方跨文化沖突的原因。接著本文從五個(gè)方面詳細(xì)介紹了一汽-大眾奧迪事業(yè)部是如何有效進(jìn)行跨文化管理的，以及這些有效方法在實(shí)際中是怎樣運(yùn)用的。最后介紹了一汽-大眾奧迪事業(yè)部中德雙方對(duì)于跨文化管理是采取哪些方法來實(shí)施的。本文以一汽-大眾奧迪品牌為例，重點(diǎn)研究了中德雙方在跨文化管理中的優(yōu)秀表現(xiàn)，提出了優(yōu)秀合資企業(yè)需要研究的跨文化問題。希望借本文為鑒，為中國更多優(yōu)秀本土及合資企業(yè)的建立及發(fā)展提供有效的參考意見，促進(jìn)企業(yè)更快更有效的發(fā)展壯大。

    The difference of Western-Chinese culture exists since ancient times, andreflects in management, communication, corporate culture, etc., in the joint venture.With the implementation of reform and opening-up, and the growing up of theChinese economic in the world, more and more car manufacturers invest in China,there is a rising number of joint ventures coming up. But this leads to Chinese andforeign cultural conflicts inevitably revealed. Despite a part of the joint ventures havea good cooperation with foreign manufacturers, but there are more problems such asdifferences in social and cultural background of the two countries, differences inmanagement mode, human resources differences. Some enterprises simply panderingto foreign philosophy and management models, loss their self-characteristics andlocal advantages,"joint venture" has become the "importers", this will restrict thevariety of products, and lead to less sensitive to the market because of depending onthe foreign company. Conversely some enterprises do not accept the concept offoreign partners; it loses significance of cooperation with the joint venture, eventuallyleading to foreign companies to abandon the joint-venture model toward ownedventure. It means the local company will lose the technical and financial support ofthe foreign companies, and the ability to compete with other companies in the market.The success of joint venture depends on their ability of management ofmulticultural, the same as their failure. Chinese enterprises will face more and moreChinese and foreign cultural problems on communication as they integrate into theinternational market, of which the most important is the cultural conflict. How to find the right culture balance point between globalization and localization and betweenheadquarter and subsidiary, how to find cross-cultural management for thedevelopment of the company have become the key to the victory of the Chineseenterprises. Faced with these problems, we must have in-depth analysis for its rootreason, and make joint venture toward the sustainable development.This paper traces the background of Sino-German cooperation,FAW-Volkswagen, Audi brand, as an example, to discuss the conflicts and resultscome from Chinese and German cross culture communication. Put focus on hardworking for cross culture communication, get the way to resolve the problems oncross culture, and shows how the Audi brand achieved great success in thiscross-cultural fusion. First, this paper introduced current research status of crossculture management from a theoretical point of view between domestic and foreigncountries, secondly, I introduce the essential reason for Chinese and German crossculture conflict in Audi sales division of FAW-Volkswagen. Then I introduce how toresolve the conflicts effectively from five aspects and how to use these effective ways.Finally, I introduce how many ways for Audi sales division to resolve conflicts. Thisarticle takes Audi sales division of FAW-Volkswagen as an example to discussexcellent performance of Chinese and German sides in cross-cultural management. Isummarize lots of ongoing cross culture issues for good joint ventures. I hope by usingthe experience of Audi sales division to provide more effective reference views forlocal or joint ventures to help them develop and boost themselves.

一汽—大眾奧迪品牌中德跨文化管理研究

摘要4-6Abstract6-7引言9-10第1章 國內(nèi)外跨文化管理研究現(xiàn)狀10-18    1.1 跨文化管理的研究現(xiàn)狀10-13    1.2 中德企業(yè)文化的特點(diǎn)及差異13-18第2章 一汽-大眾奧迪品牌的文化沖突及成因18-30    2.1 一汽-大眾奧迪銷售事業(yè)部概況18-20    2.2 一汽-大眾奧迪品牌文化沖突的具體表現(xiàn)20-24    2.3 一汽-大眾奧迪品牌文化沖突的原因分析24-30第3章 一汽-大眾奧迪品牌實(shí)施跨文化管理的對(duì)策30-39    3.1 建設(shè)共同的企業(yè)文化30-32    3.2 加強(qiáng)員工跨文化培訓(xùn)32-35    3.3 爭(zhēng)創(chuàng)文化差異的競(jìng)爭(zhēng)優(yōu)勢(shì)35-36    3.4 實(shí)施本土化經(jīng)營36-39第4章 一汽大眾奧迪品牌跨文化管理實(shí)施39-43    4.1 有效跨文化溝通模塊的實(shí)施39-40    4.2 共同管理制度模塊的實(shí)施40-41    4.3 共同企業(yè)文化模塊的實(shí)施41-43結(jié)論43-45參考文獻(xiàn)45-46致謝46

  本文關(guān)鍵詞：一汽—大眾奧迪品牌中德跨文化管理研究，由筆耕文化傳播整理發(fā)布。