随着中国成长为第二大经济体，中国企业在国际市场上的竞争优势逐渐增强，越来越多的中国企业积极推进全球化战略。中国加入世贸组织20年来，国际经贸合作迅猛发展，2020年中国对外直接投资流量已达到2002年的57倍。然而，近年来，百年变局与世纪疫情叠加，中国企业“走出去”正面临前所未有的下行压力及诸多困难与挑战。国际商业咨询机构埃森哲发布的最新的《埃森哲2022中国企业国际化调研》报告显示，当前中国企业在全球化、国际化进程中面临的核心痛点问题：包括各地监管政策及法规复杂多样与越来越高的合规性要求；“出海”过程中存在文化环境差异及沟通障碍，严重影响本地融入和运营效率；由于缺乏有效管理手段，难以确保当地业务按质按时落地等。在此种背景下，如何帮助中国企业更好地应对新的全球市场环境，提升中国企业国际化过程中的跨文化管理能力，助力其在国际市场的健康成长变得尤为重要。本研究以文化维度理论为分析框架，以全球化智库（CCG）企业全球化研究课题组评选“2020-2021年中国创新型企业海外投资十强”之一的A企业为现实案例，分析其当前国际化经营中企业文化建设所面临的关键问题并提出系统的解决方案。具体而言，本研究先通过对A企业非中国地区员工3000多份员工文化诊断问卷的数据分析，锁定工作负荷、认可激励、薪酬福利、绩效评估和多元协同五个方面的跨文化管理关键问题；接着在对国内外企业文化分析框架综述的基础上，通过走访调研类似公司，结合A企业实际情况进行比较研究，最终构建A公司文化模式；在上述分析的基础上最终结合其他跨文化管理典范案例与跨文化管理理论，提出A企业跨文化管理落地原则与提升方案。本研究聚焦A企业在2021-2023年期间国际化进程中面临的跨文化管理方面的诸多挑战，并结合文献分析与问卷调研、案例分析等多种研究方法，对A企业海外文化进行诊断并提出切实可行的优化方案，这些研究发现对在当前复杂的全球化市场环境中，中国企业海外文化建设、提升国际化过程跨文化管理能力有一定借鉴意义。
With China becoming the second largest economy and Chinese companies gaining increasing competitiveness in the international market, more and more Chinese enterprises are actively pursuing globalization strategies. In the 20 years since China‘s accession to the World Trade Organization, international economic and trade cooperation has grown rapidly, with China‘s outward foreign direct investment reaching 57 times the level of 2002 in 2020. However, in recent years, Chinese companies "going global" are facing unprecedented downward pressure and numerous difficulties and challenges due to the combination of century-long changes and the ongoing global pandemic. The latest "2022 China Enterprise Internationalization Research" report released by global business consulting firm Accenture identifies the core pain points that Chinese companies face in the process of globalization and internationalization, including complex and diverse regulatory policies and increasingly high compliance requirements in different regions, cultural differences and communication barriers during overseas expansion that seriously affect local integration and operational efficiency, and the lack of effective management methods to ensure the quality and timeliness of local business implementation. Against this backdrop, it has become particularly important to help Chinese companies better cope with the new global market environment, enhance their cross-cultural management capabilities in the process of internationalization, and support their healthy growth in the international market.This study takes Hofstede‘s cultural dimensions theory as the analytical framework and uses Company A, which was selected as one of the "Top Ten Innovative Chinese Companies‘ Overseas Investment in 2020-2021" by the think tank Center for China and Globalization (CCG) Research Team on Enterprise Globalization, as a real-life case to analyze the key issues facing its corporate culture construction in its current international operations, and propose systematic solutions. Specifically, this study first analyzes the data from over 3,000 non-Chinese employees of Company A through a cultural diagnosis questionnaire, and identifies five key issues in cross-cultural management: workload, recognition, compensation and benefits, performance evaluation, and diversity inclusion. Then, based on a review of domestic and foreign corporate culture analysis frameworks, combined with comparative research on 8 similar companies through field visits and interviews, and taking into account the actual situation of Company A, this study finally constructs a cultural model for Company A. Based on the above analysis, this study proposes principles and improvement measures for the implementation of cross-cultural management and enhancement of cross-cultural management capabilities for Company A, combining with other exemplary cases and cross-cultural management theories.This study focuses on the challenges of cross-cultural management that Company A faces in its internationalization process from 2021 to 2023, and uses various research methods such as literature analysis, questionnaire survey, and case analysis to diagnose and propose practical optimization solutions for the overseas culture of Company A. The findings of this research have certain reference significance for Chinese companies‘ overseas culture construction and improvement of cross-cultural management capabilities in the current complex global market environment.
