中欧管理文化的差异与协同

本文分析了欧洲与中国各自的管理文化特征，并作了差异性、相似性与特有性比较，探讨了如何管理中欧合资企业内的文化差异以使其协同。所得出的基本结论是，将投资动机和合作技巧两个重要因素结合起来可以影响背景文化因素，中欧管理文化之间的某些相似性是中欧合资企业组织协同的原因；同时，合资企业的最高管理层应对合资企业本身的利益（而不是对各自母公司）负责，正是中欧合资企业跨文化管理成功的核心技能。     

三招打遍天下中欧10年管理实践之道

在中欧国际工商学院就读的商界精英们也许没有意识到,中欧的成长历程,本身就是一个经典的MBA案例。从目标定位、市场选择、质量的控制以及品牌的维护等方面,中欧凭借实力书写着管理实践学里的每一个章节。     

国际合资企业的知识管理研究——从外方母公司获取知识

国际合资企业的成功一直是跨国经营理论界和实践界共同关注的问题。基于知识的理论认为，从外方母公司获取知识是国际合资企业提高竞争力、获得成功的一个非常重要因素。本文重点分析了国际合资企业获取知识的理论基础、方法途径、具体过程和影响因素。同时，结合中外合资企业的经营实践，对于如何加强知识的学习、转移和创新，促进中外合资企业自身发展提出了建议。     

浅谈KPI体系在我国汽车行业的探索与实践——以东风日产乘用车公司为例

文章从企业人力资源管理的角度出发,结合绩效管理思想,通过对相关绩效管理工具的分析和研究,探讨基于BSC的KPI体系在东风日产乘用车公司的成功运用,期望论文的研究成果能为我国合资企业,尤其是乘用车企业提供有益的借鉴。     

国际化过程中企业的跨文化管理研究

在经济全球化浪潮席卷世界各地,以及跨国公司与合资企业迅猛发展的今天,跨文化管理问题逐渐受到人们的重视,已成为管理发展的新趋势。文章以国内外学者对跨文化管理研究成果为基础,剖析了跨国企业跨国经营中碰到的由于文化差异导致的文化冲突及相关问题,提出了处理文化差异的方法以及跨文化企业文化融合方式,继而探索出具体的跨文化企业管理实现途径。     

ERP实施过程的知识转移模型研究

在ERP提供商与客户的双方知识交互过程中,知识转移是链接ERP服务双方的桥梁,知识转移的深度和效果直接决定了企业日后应用ERP系统的效果.本文在研究ERP系统实施过程中知识转移特点的基础上,结合ERP实施流程,分析了ERP系统知识流的内容和类型,创新性的构建了ERP系统知识转移过程的五阶段模型和ERP实施的知识转移模型.     

营销知识管理和保障体系初探

从企业管理发展历史看,目前已到了以知识为中心的第五代管理阶段。在该阶段,越来越多的企业深刻感受到“知识”作为创造财富第一要素的重要性,并由此在知识管理的核心——知识工作者,也就是“人”方面投入了较大的精力。但是,国内企业知识管理起步较晚,目前在实施或规划知识管理战略的,多为一些国外投资或合资企业,然而也正是他们,给本土大多数企业带来了新的管理气象和新的挑战。我国企业目前不但面临着知识经济时代的挑战,还必须面对加入WTO之后的全球竞争,所以对知识管理的需求就显得非常之迫切。然而,到现在为止,大多数国内外的学者和…     

中国企业国际化进程中的跨文化管理——基于知识管理视角

中国企业自实施“走出去”战略以来,个别企业已经在国际市场上崭露头角,但大多数企业对跨国经营尤其是跨文化管理显得力不从心.鉴于此,依据尼格尔·霍尔顿的“多元文化是组织资源中的重要财富”这一论点,从知识管理视角简述了中国企业跨文化管理的基本对策,以期为中国企业在跨国经营中提供管理思路.     

基于物流、供应链的企业知识转移研究

在知识经济发展的大环境中,知识已经成为集体、个人竞争的基本要素,也是集体和个人在竞争中获得成功的核心要素。知识的获取、转移和创新是知识管理过程的主要活动,其中知识转移是知识创新的前提和基础。文章通过阐述知识转移的理论基础,深入并全面分析知识转移与物流、知识转移与供应链管理之间的关系,以国际代表性企业西门子家用电器为案例进行探讨与分析,探索企业经营中知识转移的具体过程。希望通过文章的研究,促进更多跨国物流企业在知识转移过程中保持核心竞争力,健康、长期的发展。     

基于隐性知识转换的企业管理创新

知识管理是现代企业管理中全新的理念,而隐性知识的转移又是其中最重要的内容。企业要实现隐性知识的顺利转移就必须着力于管理的创新,企业管理创新是一个涉及到组织,人力资源以及文化创新的系统工程。文章从隐性知识的涵义及其特点,转换模式以及与隐性知识转移相适应的管理创新三方面阐述了隐性知识的转移与企业管理创新的相关问题。     

合资公司价值管理

公司价值管理是企业管理的重要方面,良好的价值管理可以帮助企业实现价值的增值,从而为股东带来收益。本文以合资企业为研究对象,通过分析合资公司价值管理中存在的问题,提出了相对应的解决办法。期望通过本文的研究,可以为合资企业的价值管理做出贡献。     

Technology transfer through international joint ventures: the case of gamma

Technology transfer through international joint ventures is considered important to enhance competitiveness, exploit opportunities and boost economic growth. A common observation is, however, that such ventures often fail. Present insights regarding transfer processes, influencing factors, and relationships between technology transfer and venture success — if any — are modest. This paper reports on a failing German–Russian joint venture established to exploit new business opportunities, where transfer of technology was perceived crucial to success. It was observed that the technology transfer as such was successful, even though the transferring firm sustained monetary loss and worsened its competitive situation.     

Changing HRM systems in two Russian oil companies: Western hegemony or Russian spetsifika?

We contrast attempts to introduce what were seen as sophisticated Western-style human resource management (HRM) systems into two Russian oil companies – a joint venture with a Western multinational corporation (TNK-BP) and a wholly Russian-owned company (Yukos). The drivers for Western hegemony within the joint venture, heavily influenced by expatriates and the established HRM processes introduced by the Western parent, were counteracted to a significant degree by the Russian spetsifika – the peculiarly Russian way of thinking and doing things. In contrast, developments were absorbed faster in the more authoritarian Russian-owned company. The research adds to the theoretical debate about international knowledge transfer and provides detailed empirical data to support our understanding of the effect of both organizational and cultural context on the knowledge-transfer mechanisms of local and multinational companies. As the analysis is based on the perspective of senior local nationals, we also address a relatively under-researched area in the international HRM literature which mostly relies on empirical data collected from expatriates and those based solely in multinational headquarters.     

工程承包联营体伙伴选择的隐性风险研究

联营体合作伙伴的选择作为组建联营体的基础,在联合投标承包工程风险管理中起着至关重要的作用。文章在提出联营体伙伴选择隐性风险定义的基础上,分析了联营体伙伴选择隐性风险存在的根源,并提出预防隐性风险发生的有效措施。     

Management of Sino-Sino Joint Ventures

Abstract

Since China's implementation of its open-door policy in 1979, the most effective way to obtain a foothold has proved to be to create joint ventures (JV) with a Chinese business partner. The foreign partner provides the transfer of technology, management skills, financing and access to international markets, whilst the Chinese partner contributes a production base with cheap land and labor, contacts with central and local government officials and access to the domestic Chinese market. The Chinese economy has benefited to a large extent from the creation of joint ventures in the past two decades. Hong Kong firms have used China as a production base for many years, usually with great success and to the mutual benefit of both. However, although Hong Kong firms had considerable experiences in running business and manufacturing operations in China, several have suffered substantially from their investment in joint ventures with Chinese partners. This paper evaluates various issues relating to the performance of equity joint ventures in China. The evaluation is based on a case study of four Sino-Hong Kong joint venture manufacturing firms in the electronics industry, and the findings of this paper indicate that there are number of important factors affecting the stability of joint ventures in China. Foreign investors' experiences in other areas may not be applicable to their investment in China because the operation of a joint venture in China is inevitably faced with a variety of problems that the foreign firms may not have encountered before.     

Social capital and human resource management in international joint ventures in Vietnam: a perspective from a transitional economy

This study highlights the importance of social capital in international joint ventures (IJVs), and examines human resource practices as a factor shaping such social capital. Comprehensive measures of social capital are developed and tested, which extend prior work on ‘bonding’ and ‘bridging’ social capital. We also link social capital with its anticipated antecedents and consequences. The study's findings are based on data collected from 164 IJVs located in Vietnam. IJV performance was predicted by training and by the level of trust and cooperation between foreign and local personnel. Training (including acquisition of management skills, technology, and cross-cultural understanding) also was predictive of the measures of social capital. A key practical implication arising from this study is that the return on investment from training of joint venture personnel can stem not only from the transfer of technical and management skills needed for developing competitive advantage, but also from the positive impact on social capital, which further contributes to venture success. The establishment of written objectives and plans for the venture, as well as the IJV's level of control regarding its own HR functions also was found to be related to some components of social capital. The findings of this study reinforce the call to build on the contributions of local personnel in joint ventures, and in Vietnam in particular.     

Antecedents and Effects of Parent Control in International Joint Ventures

Using a sample of 90 US–China manufacturing joint ventures, this study empirically tested a grounded-theory model of the antecedents and the effects of the structure of parent management control in international joint ventures. The results suggest that competitive and cooperative dynamics occur simultaneously between joint venture partners. On one hand, the relative bargaining power between the partners, derived from the negotiation context and from contributing critical resources to the venture, respectively, is a determining factor in management control; and the level of operational control exercised by a partner over the venture has a positive effect on the extent to which this partner's strategic objectives are achieved. On the other hand, the quality of the interpartner working relationship was found to have a strong, positive relationship with the achievement of strategic objectives for both partners.     

Attracting cross-border venture capital: the role of a local investor

Examining an increasingly prevalent but under-researched phenomenon, cross-border venture capital investments, it is observed that local venture capitalists typically invest first, followed by foreign venture capitalists in later rounds. A model is developed that explains the role of a domestic venture capital investor in attracting foreign investors and which also accounts for the impact of various circumstances on the importance of this role. In our model based on analysis of nine cross-border venture capital-backed companies, local venture capitalists have several important roles in increasing the venture's cross-border investment readiness including advice to operational management and contributing contacts and local market knowledge. The importance of these roles is mitigated if the entrepreneurial team is highly experienced or if the home market is not important for the venture. The prominence of the local investor has signalling value. Finally, the local investor's international social capital facilitates the formation of cross-border syndicates. Overall, the model developed in the paper contributes to a better understanding of cross-border venture capital and in particular to the division of labour between domestic and foreign venture capitalists in international venture capital syndicates. The paper also contributes to the emerging literature on international social capital.     

China-United States joint ventures: a typological model of goal congruence and cultural understanding and their importance for effective human resource management

Little has been written about enhancing human resource management effectiveness in joint ventures with China. This study presented a typology of potential relationships between Chinese and American partners in a joint venture based on goal congruence and cultural understanding. Each relationship is described, and implications for the management of human resources are discussed.