中外合资企业的跨文化管理

1、中外合资企业的跨文化管理Cross-cultural Management of Sino-foreign Equity Joint Venture摘要Abstract随着经济的全球化，合资企业在全球范围内不断发展壮大。尽管如此，合资企业仍存在较高的失败率，中国也不例外。据统计，在我国建立的中外合资企业(包括跨国公司)中，15%左右的企业预定寿命提前中止，70%的合资企业合作不和谐。这一矛盾的现象引起了学术界对合资企业绩效的研究。学者们从环境因素、合作伙伴的选择、合资企业本身因素等角度对影响合资企业绩效的因素进行了研究。虽然研究的角度和方法各异，得出的结论也不尽相同。在影响合资企业的所有原因中

2、，跨文化管理因素作为一个主要因素，对合资企业的组织管理、战略的制定实施方面产生了较大的影响。本文以研究中外合资企业中跨文化管理为主旨，对跨文化管理与中外合资企业的经营之间的关系进行了分析。Along with economic globalization, joint ventures continue to grow globe-wide. Nevertheless, there is a higher failure rate for joint ventures, China is no exception. According to statistics, among the Sino

3、-foreign joint ventures established in China (including multinationals), about 15% of them are closed in advance of the scheduled termination time and about 70% of joint venture cooperation face discord situation. This contradictory phenomenon causes academic researches on the joint venture performa

4、nce. Scholars carry out researches on the factors that affect joint venture performance from several factors, such as environmental factors, the choice of partners, and joint venture itself. Although the study of angles and ways are different, the conclusions are not the same. All the reasons that a

5、ffect joint venture, cross-cultural management as a major factor produce a great impact on organization management, strategy development and implementation of the joint venture. In this paper, research on cross-cultural management of Sino-foreign joint ventures is the main theme and it will also dis

6、cuss the relationship between the cross-cultural management and joint ventures operating. 本文对中外合资企业的跨文化管理研究是从跨文化冲突与企业经营绩效之间的关系入手进行研究的。目前而言，合资企业的跨文化管理主要内容是跨文化冲突的管理，而对合资企业的经营状况的衡量，主要以经营绩效作为衡量依据，因此本文将“中外合资企业的跨文化管理”问题简化为“中外合资企业中跨文化冲突与企业绩效的关系”研究。研究的展开是在关于跨文化冲突、跨文化管理的理论以及企业绩效管理理论的基础上展开的，通过对相关理论的分析，本文选取中外合

7、资企业作为研究对象，聚焦于跨文化冲突这一合资企业中普遍存在的现象，围绕国家文化冲突、企业文化冲突与合资企业绩效之间的关系展开理论和实证研究。This article starts its discussion about cross-cultural management of Sino-foreign joint ventures from the relationship between cross-cultural conflict and business performance. For now, the main content of cross-cultural manageme

8、nt of joint ventures is cross-cultural conflict management, while measure of the operating conditions of the joint venture takes operating performance as the standard. Therefore, this article simplifies “cross-cultural management of Sino-foreign joint ventures” to “relationship between cross-cultura

9、l conflict and corporate performance in Sino-foreign joint ventures”. The study is based on cross-cultural conflict, cross-cultural management theory and corporate performance theory and through analyzing by relevant theories, this paper takes joint ventures as research subject and focuses on cross-

10、cultural conflict, which is a common phenomenon in joint ventures, and centers around national cultural conflict, the relationship between corporate culture conflicts with the joint venture performance to carry out theoretical and empirical research.首先，回顾国内外相关研究成果，系统阐述中外合资企业跨文化冲突的内涵、形成机理及其与绩效的关系；然后，

11、本文开始就跨文化冲突形成过程与企业绩效之间的相互作用关系进行实证研究设计，选择以国家文化冲突和企业文化冲突作为自变量，合资企业绩效作为因变量，引入关系资本作为调节变量，提出相关研究假设。本文的主要假设有以下几个方面：H1：中外合资企业合作伙伴间的国家文化冲突与绩效负相关。H1a: 权力距离维度上的冲突与合资企业绩效负相关。H1b: 不确定性回避维度上的冲突与合资企业绩效负相关。H1c: 个人/集体主义维度上的冲突与合资企业绩效负相关。H1d: 男性/女性度维度上的冲突与合资企业绩效负相关。H1e: 长期/短期导向维度上的冲突与合资企业绩效负相关。H2：中外合资企业企业文化冲突与绩效负相关。H2

12、a: 中外合资企业物质文化冲突与绩效负相关。H2b: 中外合资企业的行为文化冲突与绩效负相关。H2c: 中外合资企业制度文化冲突与绩效负相关。H2d: 中外合资企业精神文化冲突与绩效负相关。本文的研究方法有两种：对企业组织文化和国家文化冲突以及企业绩效的研究，应用问卷调查的形式进行；对于跨文化冲突与企业绩效之间的作用关系的研究，采用深度访谈的方式进行。通过网络调研和自身关系进行调研，获取有效问卷91分，利用Amos、SPSS等软件，采用结构方程模型对假设进行检验。结果表明：总体上来看，国家文化和企业文化各维度上的冲突均与中外合资企业绩效负相关；关系资本与中外合资企业绩效正相关，并对跨文化冲突与

13、绩效关系具有缓冲效应。接着，对实证结果展开深入的讨论，并提出政策建议。最后，总结了本研究的不足之处，指出了未来的研究方向。总体来说，本文的研究结论如下： First of all, review of relevant research results at home and abroad to systematically explain the connotations of the cross-cultural conflict in Sino-foreign joint ventures, the formation mechanism and its relationship wit

14、h performance; then, the beginning of this article will carry out empirical study design of the interaction between cross-cultural conflict formation process and business performance, select conflict of national culture and corporate culture conflicts as independent variables, introduce the joint ve

15、nture performance as the dependent variable to put forward relevant research assumptions. The main assumptions of this paper include the following aspects: H1: national cultural conflicts of Sino-foreign joint venture are negatively related to performance. H1a: the conflict on the power distance dim

16、ension is negatively correlated with the performance of the joint venture. H1b: the conflict of uncertainty avoidance dimension is negatively correlated to the performance of the joint venture. H1c: the conflict of Individualism / Collectivism dimension is negatively correlated to the performance of

17、 the joint venture. H1d: the conflict of male / female degree dimensions is negatively correlated to the performance of the joint venture. H1e: the conflict of long / short-term oriented dimension is negatively correlated to the performance of the joint venture. H2: The enterprise culture conflict o

18、f Sino-foreign joint venture is negatively correlated with performance. H2a: material and cultural conflicts of the Sino-foreign joint ventures are negatively related to performance. H2b: The negative behavior and cultural conflicts of the Sino-foreign joint venture are negatively related to perform

19、ance. H2c: system and cultural conflict of Sino-foreign joint venture is negatively related to performance. H2d: Spiritual and cultural conflicts of joint ventures are negatively related to performance. This study has two methods: for organizational culture and national cultural conflict, as well as

20、 corporate performance, apply the form of questionnaire; depth interviews are used for the study of the role of the relationship between the cross-cultural conflict and corporate performance. Carry out research through the network and their own relationship to obtain 91 valid questionnaires, and use

21、 Amos, SPSS software and structural equation model to test the hypothesis. The results showed that: Overall, the conflict on the various dimensions of national culture and corporate culture are negatively correlated with the performance of joint ventures; relationship capital and Sino-foreign joint

22、venture enterprise performance are positively correlated, and has a buffer effect on cross-cultural conflict and performance. Then, expand in-depth discussion of empirical results and put forward policy recommendations. Finally, sum up the inadequacies of this study and point out the direction for f

23、uture research. Overall, the findings of this paper are as follows:第一，国家文化冲突与企业绩效之间的关系。国家文化冲突的维度两种，以不确定性规避、权利距离和个人/集体主义为企业跨文化管理中国家文化冲突的主要因素。First, the relationship between national culture conflicts and corporate performance. Two kinds of dimensions of national cultural conflict take uncertainty avo

24、idance, power distance and individual / collectivism as the main factors of the countries cultural conflict in the cross-cultural management. 第二，组织文化冲突与企业绩效之间的关系。组织文化冲突中，以制度性冲突和物质文化冲突不一定对组织文化冲突起到促进作用，这说明对于中外合资企业而言，如果能够好好利用企业的物质文化因素或一定程度的制度容忍度，有利于企业对组织文化冲突的控制，并有利于企业整体管理绩效的提升。Second, the relationship

25、between organization cultural conflict and corporate performance. Among conflicts in the organizational culture, institutional conflict and the material and cultural conflicts are not necessarily play a catalytic role for the organizational culture conflicts, which shows that for the Sino-foreign jo

26、int ventures, if we can make good use of the material and cultural factors, or have a certain degree of system tolerance is conducive for corporate to control organization cultural conflict, and contribute to overall performance improvement. 第三，企业绩效的影响因素。资金和技术等资源的获取、双方合作之间的满意度还明显不足，对企业的绩效情况的整体得分的影响度

27、是负面的。也就是说被访者认为企业在资源的获取方面、双方合作之间的满意度还未对企业的绩效产生促进的效果，大部分人认为中外合资企业的资源获取能力有待提高，双方的合作交流满意度也有待进一步的提高。而合资企业形成以后的运行效率方面则对企业绩效产生正的影响。说明整体而言，被访者明显感受到合资企业形成后的企业效益的提升，但是在市场竞争优势的提升以及合资双方跨文化管理的满意度方面还有待进一步提升。Third, factors affecting business performance. Insufficient financial and technical resources and satisfact

28、ion between cooperation is negative for overall corporate performance. That is to say the respondents believe that companies access to resources, satisfaction between cooperation has not yet produce the effect of promoting the performance of the enterprise, most people think that for joint ventures,

29、 access capacity to resources needs to be improved, bilateral cooperation and exchange satisfaction needs to be further improved. After the formation of the joint venture, the operating efficiency produces a positive effect on firm performance. Overall, respondents felt the formation of the joint ve

30、nture significantly enhance enterprise efficiency, but in the enhancement of the market competition advantage and joint venture partners satisfaction of cross-cultural management need to be further enhanced. 第四，中外合资企业要想成功地管理跨文化冲突，提升企业的整体绩效，需要从沟通、承诺和信任三个方面入手，配合以文化融入、多元文化共同发展等手段共同来解决企业文化冲突问题，促进企业绩效的提升

31、。Fourth, if Sino-foreign joint ventures want to successfully manage cross-cultural conflicts, enhance the overall corporate performance, they need to start from the three aspects of communication, commitment and trust, with the means of cultural integration, the common development of multi-culture t

32、o jointly solve the corporate culture conflicts, and promote the enhancement of business performance. 关键词:中外合资企业跨文化管理；Hofstede文化维度理论Key words: cross-cultural management of Sino-foreign joint ventures; Hofstede Cultural Dimension Theory1. 引言1. Introduction1.1 研究背景1.1 Research Background当今世界，随着经济全球化的不

33、断深入发展，合资企业的形式成为经济全球化竞争中重要的企业合作形式。无疑，激烈的竞争中，依靠企业与企业的合作来获取竞争的优势正在成为越来越多企业的选择。这种靠国际合资形式合作建立起来的企业，自上个世纪80年代以来，就已经了其大发展。中国在改革开放以后，吸引的FDI总量越来越多，截止到2010年底，外商投资总额为10,573,235万美元，其中外商直接投资以合资经营企业方式的项目4970个，实际金额为224.98亿美元，占外商直接投资总额的21%，较2008年金额173.18亿美元增加了将近30%。具体的统计数据可如表1-1所示。Nowadays, with the continuous deve

34、lopment of economic globalization, joint venture has become an important cooperation form for enterprises to compete under the background of economic globalization. Undoubtedly, in the furious competition, relying on cooperation between companies to obtain advantages of competition is becoming the c

35、hoice for more and more companies. Since the 1980s, enterprises established based on international joint capital has underwent great development. Since reform and opening-up, China has attracted more and more FDI. Until 2010, the total amount of foreign investment has reached 105.73235 Billion Dolla

36、rs. Among it, 4,970 foreign directly invested projects are carried out in the form of joint venture and the real amount is 22.498 Billion Dollars, which occupies 21% of the total amount of foreign direct investment. Compared to 17.318 Billion Dollars in 2008, it has increased by 30%. The specific st

37、atistics are shown in Table 1-1. 表1-1 2005年-2010年外商直接投资方式统计表年份外商直接投资实际利用金额项目个数 总计 合资 合作 独资 总计 合资 合作独资2005638.05146.1418.31438.7944001104801166323552006670.76143.7819.4467.034147310223103630214200737871764964129581783.39155.9614.16577.56200827514461246822434952.53173.1819.03731.7420092740649703002213

38、61088.21224.9816.16816.21201023435428339018762918.04172.7320.34707.26Table 1-1 Statistical table of FDI from 2005 to 2010YearActual used amount of FDIQuantity of projects Total Joint funded Cooperation Solely funded Total Joint fundedCooperationSolely funded2005638.05146.1418.31438.79440011048011663

39、23552006670.76143.7819.4467.034147310223103630214200737871764964129581783.39155.9614.16577.56200827514461246822434952.53173.1819.03731.742009274064970300221361088.21224.9816.16816.21201023435428339018762918.04172.7320.34707.26数据来源：中国统计年鉴2007.2009.2011。Source of statistics: China Statistical Yearbook

40、 2007.2009.2011. 从表1-1的数据可以看出，中外合资企业的形式在逐渐成为外商进入中国的一种重要投资模式，成为独资企业外的最重要投资模式。另外，据统计，目前世界500强跨国企业中已经全部都来到进行中国投资。根据联合国贸易及发展会议2011年世界投资报告的数据指出，中国在“世界最具吸引力投资国”中位居榜首，美国、印度、巴西、俄罗斯等位列2-5位，比2009年上升一位，比2007年上升了3位。在吸引FDI总额上，中国成为2010年发展中国家吸引外商直接投资总额最多的国家，仅次于美国。从中国吸引世界投资的发展趋势来看，未来中国的FDI吸引度还会有所增强，中外合资企业的数量和规模还会有进

41、一步上升的空间。From the statistics in Table 1-1, we can see that the form of Sino-foreign joint venture is gradually becoming an important investment mode for foreign investors to enter Chinas market and it has already become the most important investment mode in addition of solely funded enterprises. More

42、over, according to statistics, currently all the Top 500 multinational companies across the world have invested in China. The statistics in UNCTAD 2011 World Investment Report shows that China ranks the first in the list of “The Worlds most Attractive Countries for Investment”, while America, India,

43、 Brazil, Russia ranks from the second to the fifth place. Chinas rank moves one place up compared to 2009 and 3 places up compared to 2007. With regard to the total amount of FDI, China becomes the developing country that attracts the largest amount of FDI in 2010, second only to America. Judging fr

44、om the development trend of Chinas attraction of worldwide investment, Chinas FDI attraction extent will be intensified in the future and the quantity and scale of Sino-foreign joint venture still have room for further development. 综上所述，中外合资企业在与中国进行资金、技术、管理经验等各方面合作的开展过程中，也逐渐成为中国对外经济关系中的重要部分，为中国经济的发展

45、和中国企业的国际化做出了极大的贡献。然而，中外合资企业就其法人性质来看，属于独立的经济实体，它与母公司之间的联系千丝万缕，很大程度上在中国的经营过程中还要遵从母公司的管理理念和文化，外商合资企业在华发展过程中的企业文化、民族文化的冲突也就自然存在，也成为外商合资企业发展中最大的障碍之一。From the above, during its developing process of cooperation with China in the areas of capital, technique and managerial experience, Sino-foreign joint ven

46、ture is gradually becoming an important part of Chinas external economic relationship and has made tremendous contribution to Chinas economic development and internationalization of Chinas enterprises. However, judging from the perspective of legal person, Sino-foreign joint venture belongs to indep

47、endent economic entity. It has close links with its parent company and to a large extent, during its management process in China, it has to comply with management concepts and culture of its parent company. Conflicts of company culture and ethnic culture are inevitable during development process of

48、Sino-foreign joint venture in China and they have become one of the biggest obstacles for development of Sino-foreign joint venture. 根据崔景波（2001）的调查数据，我国的中外合资企业中，有大约15%左右的企业预定寿命提前终止，被调查的企业中有70%表示企业中存在因为各种原因导致的中外方人员合作不和谐问题。而被调查者中有1/3的大型跨国企业认为企业内部因为多元的企业文化带来的文化冲突给企业造成了管理困境。在那些企业寿命提前终止的中外合资企业中，有82%表示因为没

49、有合理处理跨文化的冲突和融合导致了企业合作的失败。以广州标致为例，中法合作过程中就投资目标存在差异，且在具体合作中并没有对这一分期进行协调，影响了合作效率导致了广州标致以失败而告终；东风与雪铁龙虽然有着九年的战略合作伙伴关系，但是合资企业建立后也是冲突不断，除了对中国市场的经营战略冲突外，两个企业的文化差异在导致双方管理层经营理念冲突中，扮演者重要角色。According to investigation statistics of Cui Jingbo (2001), among the Sino-foreign joint venture in China, about 15% of th

50、e enterprises is expected to be dissolved in advance and 70% of the investigated companies admitted that within the company, there are various reasons causing disharmony between Chinese and foreign personnel. However, among the respondents, 1/3 of the large multinational companies think that the div

51、ersified company culture within the enterprise itself bring management obstacles to the company by virtue of cultural conflicts. With regard to those Sino-foreign joint ventures that are dissolved ahead of time, 82% states that irrational treatment of cross-cultural conflict and integration has lead

52、 to failure of cooperation between companies. Take Guangzhou Peugeot as the example, there is difference of investment target between the Chinese party and France party and no coordination has made arranged towards this period during their specific cooperation, which affect cooperation efficiency an

53、d lead to failure of Guangzhou Peugeot. Even though Dongfeng and Citroen have lasted their strategic partnership relationship for nine years, they undergo lots of conflicts after the joint venture is established. In addition to management strategy conflict toward the Chinese market, the cultural dif

54、ference of those two companies plays an important role in causing conflicts of management concepts in the management layer of both parties. 因此，我国在未来的经济发展中，要想充分利用中外合资企业的良好经济带动性，对中外合资企业的跨文化管理进行研究，也就显得较为重要。Therefore, in the future economic development of China, in order to fully utilize the economic le

55、ading effect of Sino-foreign joint venture, research on cross-cultural management of Sino-foreign joint venture seems to be very important. 1.2 研究意义1.2 Research Significance 从上个世纪70年代以来，各国对合资企业的研究重点主要集中在组织结构管理的研究、市场营销策略研究、产品生产研究方面，而合资企业中跨文化管理由于较为抽象，忽略了对它的关注。从90年代以来，经济全球化发展的加速使得跨国企业在全世界范围得到扩张，跨文化冲突和矛

56、盾也开始被加以重视，跨文化管理的成功与否往往能够直接影响企业的经营绩效。而在激烈的企业竞争中，绩效好坏往往是决定企业竞争成败的至关重要的条件，而当前跨文化管理的研究中，对跨文化管理的有效性与否的评判标准的研究还不甚明确，多是从跨文化管理中出现的跨文化冲突的表现方面入手，量化研究还较少，本文拟在跨文化管理的研究成果之上，从合资企业内部存在的跨国文化冲突方面来进行跨文化管理的研究。Since the 1970s, the research focuses of joint venture by various countries is mainly about research of organi

57、zation structural management, marketing strategy and product development, while due to abstraction of cross-cultural management within the Sino-foreign joint venture, not very much attention is paid to it. Since the 1990s, acceleration of development of economic globalization has boosted expansion o

58、f multinational companies in the whole world. Importance of cross-cultural conflict and contradiction is gradually attached and whether cross-cultural management is successful or not can directly influence management performance of the company. Meanwhile, in the furious competition among companies, whether the performance is good or bad is the crucial factor that determines success or failure of the company competition. However, in the recent research on cross-cultural management, research of judgment standards for e