面向东盟国家中国企业实施渐进式文化整合模式的可行性分析——以中老合资企业老挝万荣水泥厂为例

在当前国内竞争国际化,国际竞争国内化的趋势下,跨国经营日渐成为企业求生存求发展的必然选择。企业所面对的文化氛围不再是单一的文化模式,来自不同文化的管理者和员工共同合作经营一个企业的机会越来越多,多种文化模式时常发生碰撞。这种碰撞的激烈程度直接关系到企业的兴衰成败。随着中国—东盟自由贸易区的建立,中国与东盟国家的经贸关系日益密切,中国企业“走出去”的步伐越来越快,如何让中国企业真正走进东盟国家市场?在对国内外跨文化管理模式进行分析比较的基础上,通过对中老合资企业老挝万荣水泥厂的实证分析,验证了渐进式文化整合模式是中国企业走进东盟国家市场的有效的跨文化管理模式。

Feasibility Analysis on Implementing Progressive Cultural Synergy to ASEAN Countries——An Example of Sino-Loas Joint Ventures Named Wan Rong Cement Factory

At present domestic competition tends to be internationalized,while the international competition tends to be internalized.Under the trend,cross-national management gradually becomes the indispensable choice for enterprises to survive and develop.The cultural atmosphere faced by enterprises is no longer the single cultural mode.With more and more opportunities for managers and employees from different cultures to cooperate and work together,different cultures often meet clashes.The intensity of the clashes directly relates to the success of a company.With the foundation of Sino-ASEAN free trade zone,business relationships between China and ASEAN countries becomes more and more close,with Chinese enterprises goes faster outside China.How to make Chinese enterprises go into the market of ASEAN countries? Based on the analysis and comparison on cross-cultural management modes in and abroad,and the empirical analysis on Wan Rong Cement Factory which is a Sino-Loas joint venture,the paper proves that progress cultural synergy mode is an effective cross cultural management mode for Chinese enterprises to go into the market of ASEAN countries.