Research On Sino-eu Cross-culture Management Of Geely Automobile

According to the development of economic globalization and China’s Belt and Road Initiative has been deepening,more and more Chinese enterprises have chosen to "go out" and establish their own production bases or R ＆ D centers overseas through acquisitions,joint ventures or wholly owned enterprises.which has accelerated the process of globalization.However,in the process of transnational operation,Chinese enterprises cannot correctly treat the cultural differences between their own culture and other countries’ culture,often coupled with unreasonable treatment methods,inevitably lead to friction and conflict,which directly or indirectly affect the normal development of transnational business.In order to promote the development of transnational business more efficiently,Chinese enterprises need to clearly realize that cross-cultural management plays an important role in the transnational operation and global layout of enterprises.They need to build a professional cross-cultural management team,establish a cross-cultural management system in line with their own development in combination with the current situation of cross-cultural exchanges,and identify potential problems that may be caused by cultural differences,And take effective strategies to eliminate the occurrence of problems.Therefore,Chinese enterprises need to think about how to effectively implement cross-cultural management activities to break cross-cultural barriers and enhance the competitiveness of transnational operation.This is not only a practical problem that Chinese enterprises have to face when implementing transnational operation,but also a subject that Chinese enterprises continue to explore in order to realize the internationalization strategy.In view of this,combined with the actual cases of cross-cultural management between Geely Automobile and China and Europe,and based on the relevant theories of cross-cultural management,the author emphasizes the necessity of studying cross-cultural management,demonstrates the impact of cultural differences on transnational operation,and puts forward specific management strategies.Firstly,this paper expounds the background,significance,research content and current situation of the subject;Secondly,combined with cross-cultural related theoretical research and management analysis methods,this paper obtains the differences of cross-cultural cognition differences,business philosophy,communication methods and working methods through questionnaire survey,and puts forward four major problems:employees’ lack of awareness of cross-cultural management,conflict between the business philosophy of the two countries,poor communication between the employees of the two countries and conflict between the working methods of the employees of the two countries;Then,it analyzes the causes of each problem through three aspects,and puts forward six specific strategies: "Cultural intelligence" employee strategy,correct concept strategy,employee training strategy,information channel strategy,capacity-building strategy and management mechanism strategy;Finally,it puts forward specific safeguard measures from three aspects: organizational guarantee,management information system guarantee and capital guarantee,so as to improve the competitiveness of enterprises and promote the establishment of global enterprises.