Discussion on the strategy of cross-cultural management of transnationalcorporations in ChinaAbsstactIn the competitive world of the 21st century the stage, along with the deepening of economic globalization and regional economic grouping that States the internationalization of business has become an irreversible trend of the times. Overcoming the modern enterprises in multinational operation strategy by the international public of the difficulty in communication caused by cultural differences, the effective cross cultural management, are the key to its ability to achieve international business success. Now businesses in the world-wide use of resources, the advantages of their own and combine the advantages of the host country, engaged in transnational production and business activities, but also across cultures. Cultural differences leads to cross-culture management of transnational enterprises in China related issues such as thinking. So how to solve the problem of cultural differences, enhance their competitive advantage, based on the world stage is that we have to explore very carefully.In particular, apart from the introduction this thesis can be divided into the following four parts: Part one: analysis of the concept of cross-cultural management of transnational corporations in China. Definition and measures of cross-culture management.Part II: points out that China's problems and difficulties encountered in the transnational operation of transnational corporations. Comparing Chinese and Western cultural differences in the value of the enterprise culture, institutional differences in culture and labor policies of the three, effective methods of management.Part II: points out that China's problems and difficulties encountered in the transnational operation of transnational corporations. Comparing Chinese and Western cultural differences in the value of the enterprise culture, institutional differences in culture and labor policies of the three, effective methods of management.Part IV: countermeasure and significance of intercultural management, drawing on cross-culture management mode to enhance the management capacity in select cultural coherence partners a way to achieve integration between cultures.Key words: cultural differences in China multinational cross culture managementcatalogThe first chapter Analysis the related concept of cross-cultural management of transnationalcorporations in China–––––––––––––––––––––––––––––––––––––––––––––3 Section 1 Definition of cross-cultural management–––––––––––––––––––––––––––––––3 Section 2 Measures of cross cultural management––––––––––––––––––––––––––––––––3The second dchapter Problems and difficulties encountered by Chinese Multi-NationalCorporation in the transnational management––––––––––––––––––––––––––4 Section 1 Problems encountered––––––––––––––––––––––––––––––––––––––––––––4Section 2 Comparison of Chinese and Western cultural differences–––––––––––––––––4Section 3 Effective management methods–––––––––––––––––––––––––––––––––––––5The third dchapter Comparison and analysis of cross-cultural management and Enterprisecompetitive advantage–––––––––––––––––––––––––––––––––––––––––––––6 Section 1 Relationship between management and culture as well as Chinese and foreign management under the background of specific cultural characteristics–––––––6 Section2 Cross-cultural management and Enterprise competitive advantage––––––––––6The fouth dchapte Cross-culture management strategySection 1 Problem-solving methods––––––––––––––––––––––––––––––––––––––––––7Section 2 inclusive of other cultures––––––––––––––––––––––––––––––––––––––––––7Section3 Cross-culture management of practical significance––––––––––––––––––––––7The first chapter Analysis the related concept of cross-cultural management oftransnational corporations in ChinaSection 1 Definition of cross-cultural managementAccording to statistics, the transnational operation of enterprises accounted for 60% of the total number of companies around the world, almost all of the enterprise, its business enterprises have direct or indirect relations with other countries: cooperation with other countries, or competitive with other countries. The above statistics show that this is the inevitable result of the globalization of the world economy.Across culture management that cross culture management, is in transnational business in the, on different race, and different culture type, and different culture development stage of subsidiary where country of culture take inclusive of management method, its purpose is how in different ideology of culture in the design out feasible of organization structure and management system, in management process in the looking for high of company target, to maximum to reached using enterprise of potential of purpose.Section 2Measures of cross cultural managementWestern scholars have proposed many usability point of view. Canada nanxi·aidele, the famous cross-cultural management (Nancy. J. Adler) point of view, there are three options to solve this problem: the first is lequm. A culture above other cultures, suppression of other cultures; the other is compromised. Refers to intercultural consciously compromise and concession studiously ignored to avoid cultural differences; the third is fusion. Refers to intercultural acknowledged differences with each other on the basis of mutual respect, so as to create a whole new culture, it has stability.First, we need to understand cultural differences, for cultures with due recognition. The cultural conflict in transnational corporations from cultural differences exist in the enterprise. Cultural differences and friction caused by the extent and type, only the first recognition of cultural differences and to take corresponding measures. Transnational business managers to broaden the cultural identity and intercultural communication and understanding of knowledge.Secondly, intercultural education. Cross-culture management of training high-quality personnel. Main content: awareness and understanding of the culture of other peoples and company through the learning of different languages; address the issue of cross-cultural communication. Reducing cultural conflicts you may encounter cross-cultural employee issues, quickly adapt to the environment and to play its due role strengthened team spirit and company cohesion.Third, the common sense of management. Realizes with the ever-running cultural innovation. Finally, step by step reconstruction of enterprise culture. Multinational investment in China, formed unique enterprise culture, this is a more complex process, requiring long-term coordination in order to succeed.The second dchapter Problems and difficulties encountered by Chinese Multi-NationalCorporation in the transnational managementSection 1Problems encounteredFirst, the cultural differences make it easier for multinational analysis and understanding of the issues from a multidimensional perspective, there are more programmes to choose from, more choice and management of transnational enterprises more complete; cultural differences on multinational enterprise knowledge and culture also have complementary strengths, have updated views and ideas into enterprises, and improve the competitiveness of State-owned enterprises in the market.Second, the culture of people from different cultures have different needs and expectations, increasing job uncertainty and complexity, and even lead to confusion and conflict in transnational enterprises. Meanwhile, cultural differences between employees with different cultural backgrounds on decision making and different levels of understanding or implementation of the management system, so that decision-making becomes even more difficult. Ignoring cultural traditions shaped by different ethnic and racial superiority, way of thinking and perceptual knowledge, communication misunderstandings caused by different cultural symbols, differences in cultural attitudes often leads to cultural conflict, cultural conflicts often lead to bitter, deeply conservative and non-rational reflection and other adverse consequences.Cross-culture management in transnational operation friction is a time-consuming process. Can also reduce friction, edges and corners rounded. Constantly running, so continue to mature.Section 2 Comparison of Chinese and Western cultural differencesComparison of business enterprises in Western countries and, for example, can be seen from the following comparison, major cultural differences in the value of the internal cultural, institutional culture and policy aspects of labor and personnel.Risk awarenessAttitudes towards achievementWestern countries : Say bluntlychina: Lack of initiativeExpress wayW estern countries :directlychina: Talk behindInstitutional cultureWestern countries : More legal weaponschina: with "love" governancesalaryWestern countries : Capacity settingchina: Qualifications and educationPersonnel arrangementWestern countries : Capacity is the most importantchina: Heavy networkTalent flowWestern countries : Encourage your employees theirchina: Not used to staff "hurdles"Section 3 Effective management methodsNanxiaidele, the famous cross-cultural management point:First, cross cultural change from the first phase between culture and human resource management for businessSecond, the company according to the market development of different marketing strategies Third, enterprises have the diversity of productsThe third dchapter Comparison and analysis of cross-cultural management and Enterprise competitive advantageSection 1Relationship between management and culture as well as Chinese and foreign management under the background of specific cultural characteristicsChinese and foreign management under the background of specific cultural characteristicsCultural background：First, China - the "golden mean" cultureSecond, Germany - expert culture. German product quality is extremely seriously, the staff after a rigorous professional training.Third, Japan - "team" spirit and lean production culture.Fourth, the United States of America's personal value and contract is the supremacy of cultureSection2 Cross-cultural management and Enterprise competitive advantageRefers to corporate competitive advantage in competition with peers, relative to the competitors an advantage, enterprises can receive more than the industry's average yield returns.Cross-cultural management enable organizations to learn and accept other culture while creating their own competitive advantages.The fouth dchapte Cross-culture management strategySection 1 Problem-solving methodsWhile the process of globalization promotes the fusion of the whole world, but the differences in Chinese and Western culture remains a cross in front of cross cultural management should a major problem. How to cross-culture management, has become an important issue. We should do the following:.First, avoid any prejudice is due to different values. Culture is not good or bad, only you don't belong.Section 2 inclusive of other cultures.In a multinational enterprise, people from all corners of different cultural backgrounds requires an enterprise managers must learn to accommodate each other in different cultures.Section3 Cross-culture management of practical significanceFinally, pay attention to details. Learn about other cultures, inclusive and respectful attitude, details about other cultures, on the details of the deal reflects an intercultural managers ' professionalism。