A Learning Model Of Intercultural Competence For Sino-foreign Joint Ventures Managers

In recent years, with the world economic integration process speed up, a large number of foreign enterprises have entered the Chinese market. As the result, Sino-foreign joint ventures (SJVs) have sprung up. Joint ventures (JVs) as a distinct enterprise form have a high level of cultural conflict. For the reasons that the two parties of SJVs come from different countries or regions where the political, legal, institutional and cultural backgrounds are of great difference, they formulate distinct management concept, management decision and enterprise behavior, therefore it is inevitable to form management conflicts during cooperation. In intercultural cooperation, we can see the existence of cultural conflicts everywhere, that’s the result of national culture differences, organizational culture differences and individual culture differences.The primary course of failure of multinational cooperation is the failure in cross-cultural management, which largely stem from the insufficient intercultural competence of managers. As managers of JVs, they control the enterprise management and decision making, which leads to the success of an enterprise. Therefore how to improve their intercultural competence is of great importance. That is to say, to improve managerials’ ability to overcome cultural differences, seek and found a both approval and acceptable mode of management which expand the advantages of both culture. The above question decides whether JVs’ cross-cultural operation will success or not, thus it becomes an important issue in the field of enterprise management.This research focuses on the intercultural competence model of JVs managers in the perspective of learning, further studying the issue of how JVs managers confront challenges and improve intercultural competence in cultural conflicts. After literature studying and theories reviewing, the article identifies the form factors of intercultural competence characteristics model, and then analyzes the qualitative change process of characteristics in order to formulate the intercultural competence characteristic learning model and puts forward hypothesis. In the next stage, the article carries out cross case study of Philips and Neusoft, Brilliance BMW and First Mandarin Croup on learning model confirmatory analysis of SJVs executives. According to the research results, this study proposes Sino-foreign joint ventures (SJVs) managers intercultural competence training countermeasures.