文化冲突在联想整合管理模式中的体现

Cultural Conflict in Synergy Mode of Lenovo’s Management

Abstract

With the trend of economic globalization, multinational corporations spring up like mushrooms both at home and abroad. Chinese companies are gradually integrating into the international market, but at the same time, they are facing more and more culture conflicts. The key to the success or failure of transnational corporations is their capability of cross-culture management. By studying the definition, roots and influence of the culture conflicts, this paper will analyze the culture integrating problems. Taking the successful case of Lenovo’s management as an example, the author will explore the differences between the Chinese and American cultures and their effects. From this, Chinese managers can learn to focus on culture synergy mode and conduct a successful cross-culture management. All these will facilitate Chinese companies becoming international enterprises.

Key Words: Multinational Corporations,   Culture Conflicts,    Synergy Mode,   Cross-Culture Management
文化冲突在联想整合管理模式中的体现

内 容 摘 要

随着全球经济一体化的发展，跨国公司如雨后春笋般纷纷涌现出来。中国企业在逐渐融入国际市场的同时也面临越来越多的文化冲突。跨国企业的成功或失败的关键是他们企业跨文化管理的能力。本文通过研究文化冲突的含义，产生的原因及影响，分析文化融合存在的问题，并以联想公司跨国管理成功案例为例证，揭示中美文化间存在的巨大差异及影响，使中国跨国公司管理者注重文化整合模式，并成功实施跨文化管理。这些研究将有助于中国企业成为国际大企业。

关键词：跨国公司   文化冲突   整合模式   跨文化管理

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