在“一带一路”倡议的鼓励推动下，中国企业对外投资迅速增长，但也面临如何更好地实现对东道国当地员工的激励等跨文化管理挑战。本文针对此研究背景，对跨国企业如何提升当地员工个体的工作态度和表现这一研究问题进行探究。通过文献综述（第2章），结合跨国企业的微观管理研究和组织行为学中有关多样性的理论，本文提出当地员工组织包容性感知对于促进其工作表现具有重要作用。同时根据社会认同理论中对群际关系的研究，本文提出增强当地员工组织包容感知的两条理论路径，一是通过当地员工和外派员工接触互动提升可渗透性，以人际机制增强当地员工感知到的组织包容性；二是通过企业社会责任提升合法性，以组织机制增强当地员工感知到的组织包容性。同时，本文还提出当地员工和外派员工的表层国籍差异所形成的社会分类，将在二者的深层价值观差异的作用下变得更为突出，使价值观差异成为以上路径影响当地员工组织包容性感知的重要调节条件（第3章）。同时本文说明这一模型基于的基本假设，并据此划定理论边界，指出本文模型更为适用于中国跨国企业等新兴市场跨国企业开拓其他发展中经济体市场的情境，并在满足假设的情况下可以进行一定的推广。基于以上理论模型，本文开展了三项具体的研究：研究一（第4章）收集某中国跨国企业在肯尼亚分公司当地员工的数据，论证了当地员工组织包容感知能够显著增加员工建言和降低离职行为。同时研究一指出当地员工和外派员工的价值观差异负向影响当地员工感知到的组织包容性；研究二（第5章）从可渗透性-人际机制视角出发，基于某中国跨国企业在马来西亚分公司的社会接触和社会网络数据，分析了在二元交互层面，当地员工和外派员工的接触数量和质量促进二者之间互惠信任，这一效应在二元交互对价值观差异小时更强；同时在个体层面，在当地员工和外派员工价值观差异较大时，当地员工处于群际中介位置将不利于其和中国员工的交换关系；研究三（第6章）从合法性-组织机制视角出发，基于某中国跨国企业在尼日利亚分公司当地员工的数据，论证了当地员工感知到企业社会责任的履行情况，通过增强当地员工对组织的信任，进而显著增强其感知到的组织包容性。而当地员工和外派员工价值观差异大时，这一效应更为突出。本文（第7章）总结了研究的主要结论、理论意义和实践启示，并对本文理论模型的可推广性进行了讨论。

Encouraged by the Belt and Road Initiative, the foreign direct investment from China is increasing rapidly, leading to the prevalence of Chinese Multinational Corporations (MNCs) running business overseas. However, facing the challenge of cross-cultural management, Chinese MNCs are in need of advice to better manage and motivate the local employees, known as Host Country Nationals (HCNs). Therefore, this paper aims to explore how to enhance the individual working attitudes and behaviors of HCNs in MNCs. Through detailed literature review (Chapter 2), by combining the literature of micro-management studies about MNCs and the theory about diversity in Organizational Behavior field, this paper raises that the perception of organizational inclusion is important to HCNs and will enhance their attitudes and performance in the workplace. Further drawing from the ideas developed by intergroup relation studies based on the Social Identity Theory and Self-categorization Theory, this paper proposes two theoretical paths to enhance the perceived inclusion by HCNs, one is by encouraging interpersonal contact and interaction to enhance perceived inclusion via permeability, the other is by fulfilling organizational Corporate Social Responsibility (CSR) to increase perceived inclusion via legitimacy. Furthermore, the paper claims that the salience of social categorization formed by surface-level nationality difference will be stronger when there also exists deep-level value difference between HCNs and expatriates, which makes the value difference between HCNs and expatriates a moderator to the model (Chapter 3). Furthermore, the assumptions behind the theoretical building are explicitly stated, and thereby set the boundary conditions for the theoretical model that this model is especially applicable to Chinese MNCs running business in the markets of other developing economies, and can be generalized to other context when it satisfies the assumptions. To test the model, three studies were conducted. Study 1 (Chapter 4) collected data from HCNs in a Chinese MNC with business in Kenya. In Study 1, the results support that perceived organizational inclusion of an HCN leads to his/her increasing voice behavior and decreasing possibility of turnover. Moreover, the perceived value difference between the HCN and his/her expatriate colleagues reduces perceived inclusion. Study 2 (Chapter 5) focuses on the permeability perspective, collecting social network and dyadic level data from a Chinese MNC running business in Malaysia. In Study 2, at the dyadic level, the quantity and quality of HCN-expatriate contact help build dyadic interpersonal affective trust, which is even stronger when the dyadic value difference is smaller; at the person level, when experiencing larger value difference between HCN and his/her surrounding expatriates, the extent of holding inter-group brokerage roles is negatively related to the HCN-expatriates reciprocal exchange. Study 3 (Chapter 6) focuses on the legitimacy perspective, collecting data from HCNs in a Chinese MNC in Nigeria. In Study 3, the results show that perceived CSR is positively related to the HCN’s organizational trust, which leads to enhanced perceived inclusion. Such relation becomes even stronger when the difference between the HCN’s value and his/her perception of expatriates’ value is larger. The theoretical contribution, practical implication, as well as the generalization of these findings were discussed (Chapter 7).