scholarly journals How Chinese Multinational Corporations Solve Cross-cultural Conflicts in Internationalization -- A Case Study of SAIC's Merging of Ssangyong Motor

2021 ◽  
Vol 8 (5) ◽  
pp. 137-156
Author(s):  
Yejian Zhou
Keyword(s):  
Multinational Corporations ◽  
Corporate Culture ◽  
Multinational Enterprises ◽  
Cross Cultural ◽  
Cultural Management ◽  
Cultural Conflicts ◽  
The Cross ◽  
Cross Cultural Management ◽  
The Cost

In the context of globalization, the number of cross-cultural enterprises is increasing, making cross-cultural management of enterprises, especially cross-cultural conflicts, becoming prominent and urgent to be solved. Combined with the case of SAIC's merger and acquisition (M&A) of Ssangyong, this paper uses several methods, including case analysis, logical analysis, induction analysis, and qualitative analysis to evaluate the causes, consequences of and solutions to cross-cultural conflicts, so as to reduce the cost of the cross-cultural transaction of multinational enterprises, and further display enlightenment significance for Chinese multinational enterprises. This paper firstly reviews the case of the cross-cultural conflicts in the M&A of Ssangyong by SAIC and expounds on the multi-facet cross-cultural conflicts in the M&A process, such as corporate culture conflicts, values conflicts, etc. Then through the differences in national culture, corporate culture, and the actual situation of both sides of SAIC Ssangyong, the paper analyzes the causes of cross-cultural conflicts and elaborates on their influence on the transnational operation after M&A and possible measures taken by SAIC. Finally, the paper provides suggestions for China's transnational M&A enterprises through the analysis of the effect of countermeasures to solve cross-cultural conflicts and reduce transaction costs.

scholarly journals MANAGING CROSS-CULTURAL DIFFERENCES IN MULTINATIONAL CORPORATIONS OF THAILAND

2018 ◽  
pp. 61-72
Author(s):  
Shiva Rajpal ◽  
Irina Onyusheva
Keyword(s):  
Multinational Corporations ◽  
Geographic Region ◽  
Cross Cultural ◽  
Cultural Management ◽  
Cross Cultural Communication ◽  
Cross Cultural Differences ◽  
Political Ideologies ◽  
The World ◽  
Cross Cultural Management ◽  
Global Project

As corporations expand and their business activities increase, their focus is not limited only to the local geographic region but to the world. This, in turn, has led to the emergence of multinational corporations, sometimes called transnational corporations or even global firms. With the advent of new political ideologies, multinational corporations have found their firm footing all around the world. Having a cross-cultural team can help in providing a varied experience and advanced thinking in the establishment of competitive position among organizations. Definitely, there could be some interference in completing projects due to this diversity but the manager should be better equipped to face this challenge so that to avoid and prevent cultural misunderstandings. In this paper we will try to look at some of the theories related to cross-cultural management and some methods such as motivational training of employees dealing with the related issues. The paper shows that global project management can succeed through culturally aware leadership, cross-cultural communication, and mutual respect.

Communication (Intercultural and Multicultural) at Play for Cross Cultural Management within Multinational Corporations (MNCs)

2016 ◽  
pp. 1781-1811
Author(s):  
Ben Tran
Keyword(s):  
Multinational Corporations ◽  
Cross Cultural ◽  
Cultural Communication ◽  
Cultural Management ◽  
Cross Cultural Communication ◽  
General Management ◽  
The World ◽  
Cross Cultural Management ◽  
Foreign Enterprises ◽  
General Communication

With the globalization of economy, multinational corporations (MNCs) and joint ventures are expanding across the world, and China's vast market is attracting more foreign enterprises. Hence, misunderstanding, or even conflicts in employees' communication and cooperation in these cross-cultural enterprises exist more often than not. Compared with the general management activities, cross-cultural communication is more difficult than the general communication. Therefore, how to overcome the barriers in cross-cultural communication and how to achieve effective communication among employees is a common problem of all cross-cultural aMNCs. Hence, the purpose of this chapter is on communication, intercultural communication and multicultural communication in MNCs. The chapter will cover the meaning of multinational corporations, as well as language and diversity, and the roles that language and diversity play in MNCs. The chapter will conclude with factors to be sensitive about when becoming effective cross cultural managers for MNCs.

scholarly journals Cross-cultural management research: Topics, paradigms, and methods—A journal-based longitudinal analysis between 2001 and 2018

2019 ◽  
Vol 19 (2) ◽  
pp. 218-244 ◽  
Author(s):  
Christoph Barmeyer ◽  
Madeleine Bausch ◽  
Daniel Moncayo
Keyword(s):  
Corporate Culture ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Management Research ◽  
Research Topics ◽  
Systematic Analysis ◽  
Cultural Management ◽  
Literature Reviews ◽  
Cross Cultural Management ◽  
Leading Journals

Cross-cultural management (CCM) research comprises a variety of disciplines with different thematic, paradigmatic, and methodological assumptions. Since there has been no systematic analysis of the development of topics, paradigms, and methods, this article draws a landscape of these analyzing 777 articles published in two leading journals between 2001 and 2018. Results show that corporate culture, human resource management, and cultural dimensions are main topics in CCM and that positivist and quantitative papers outweigh interpretive and qualitative articles. We examine a convergence of the positivist and interpretive paradigm in 2016 and 2017, what might indicate a possible upcoming paradigmatic shift in CCM. However, positivist articles rise again since 2017. Using computer-aided tools, this study serves as a basis for future literature reviews.

scholarly journals RESEARCH ON THE CROSS-CULTURAL MANAGEMENT OF CHINESE ENTERPRISES IN TRANSITIONALMERGERS AND ACQUISITION: GEELY'S ACQUISITION OF VOLVO

2021 ◽  
pp. 3-6
Author(s):  
Y. Kaifeng
Keyword(s):  
Success Rate ◽  
Merger And Acquisition ◽  
Cross Cultural ◽  
Cultural Integration ◽  
Chinese Enterprises ◽  
Cultural Management ◽  
Cross Border ◽  
The Cross ◽  
Cross Cultural Management ◽  
Integrating Process

Based on the previous research on the integration of M & A culture, this paper discusses the case of Geely Group's acquisition of the Swedish luxury car brand Volvo. We study the integrating process to make the enterprise manager realize the importance of cultural integration and provide them the reference about cross-border merger and acquisition to improve the success rate of M&A.

Communication (Intercultural and Multicultural) at Play for Cross Cultural Management within Multinational Corporations (MNCs)

2016 ◽  
pp. 62-92 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Multinational Corporations ◽  
Cross Cultural ◽  
Cultural Communication ◽  
Cultural Management ◽  
Cross Cultural Communication ◽  
General Management ◽  
The World ◽  
Cross Cultural Management ◽  
Foreign Enterprises ◽  
General Communication

With the globalization of economy, multinational corporations (MNCs) and joint ventures are expanding across the world, and China's vast market is attracting more foreign enterprises. Hence, misunderstanding, or even conflicts in employees' communication and cooperation in these cross-cultural enterprises exist more often than not. Compared with the general management activities, cross-cultural communication is more difficult than the general communication. Therefore, how to overcome the barriers in cross-cultural communication and how to achieve effective communication among employees is a common problem of all cross-cultural aMNCs. Hence, the purpose of this chapter is on communication, intercultural communication and multicultural communication in MNCs. The chapter will cover the meaning of multinational corporations, as well as language and diversity, and the roles that language and diversity play in MNCs. The chapter will conclude with factors to be sensitive about when becoming effective cross cultural managers for MNCs.

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