企业文化管理对其在国际上发展的影响-以华为公司为例_英语论文

The Influence of Corporate Culture Management on Its International Development—Taking HUAWEI As a Case

摘要

随着国家大门的敞开，越来越多的企业不仅仅满足于国内市场的发展，进而把战略性的眼光投向世界。有人的地方则有文化，不同文化理念，风俗习惯，语言的碰撞，就会引发一个个文化冲击的事故。很多企业在向成功的国际性企业学习时，注意到了企业文化培训的重要性。销售额，员工业绩，公司名气，企业家精神，一定程度上反映了一个企业的文化。可以说，市场竞争就是文化的较量。

本文以企业文化为中心，分析了对企业国际化发展的影响，探讨了文化管理的作用，进而研究文化的构成，影响因素。从已有的企业国际征伐中，了解企业跨文化管理碰到的问题，并从中吸取失败的教训。在这许许多多走出国门的企业中，只有华为一家是同时在国际主流产品和国际主流市场这两方面与国际一流企业展开竞争的。本文以华为公司为例，研究他的发展战略和文化管理有何过人之处，向先进企业学习，也为中国企业走向国际化提供很好的学习机会。当然，华为自身也存在着一定的劣势，比较优势与劣势，进一步展望他的发展前景。本文将进一步从文化中探索走向国际化的正确方向，发现更多可能性，以期中国企业能更快，更稳的融入国际市场。

关键词：企业文化 文化冲击 跨文化管理 

Abstract

With the opening of the door of our country, more and more enterprises are not only satisfied with the development of the domestic market, also have the strategic insight to the world. Culture exists where people live. And the collision of different cultural ideas, customs, languages, triggers plenty of accidents of the cultural shock. Many enterprises have paid attention to the importance of training corporate culture when learning from successful international enterprises. Sales, employee performance, corporate reputation, entrepreneurship, reflect the culture of an enterprise, to some extent.  It can be said that the market competition is the competition of culture.

This thesis analyzes the influence of enterprise culture on the development of enterprise internationalization, including the role and impact of cultural management, and then study on the composition of culture, as well as the impact of factors. From the cases of existing international enterprises, it exactly shows cross-cultural management problems, and the lessons of failure, among which, HUAWEI is only one to compete with the international first-class enterprises in the international mainstream products and international mainstream market at the same time. This article takes HUAWEI as an example, and makes research on what excels in its development strategy and its culture. Learning from the advanced enterprises also provides a good opportunity for Chinese enterprises to adapt to the changing world and strengthen their power. Certainly, HUAWEI itself has some disadvantages. This article will further explore the correct direction of internationalization in terms of  culture, and find more possibilities so that Chinese enterprises can be faster and more stable to integrate into the international market.

Key words: corporate culture  cultural shock  cross-cultural management  

Contents

摘 要 1

Abstract 2

Chapter 1 Introduction 3

Chapter 2 Literature Review of Corporate Culture 5

2.1 The Definition of Corporate Culture 5

2.2 The Functions of Corporate Culture 6

2.3 The Categories of Corporate Culture 7

2.4 Corporate Culture in International World 8

3.1 The Traditional Corporate Culture of China 9

3.1.1 Patriotism 9

3.1.2 People-Oriented Management 10

3.1.3 The Concept of Human Relations 10

3.2 Characteristics of Cross-Cultural Management of Chinese Enterprises 10

3.3 Embodiment of Cultural Factors in International Marketing 12

3.3.1 Differences in Languages and Behaviors 12

3.3.2 Differences in Religious Beliefs 13

3.3.3 Differences in Aesthetic Preferences 13

3.3.4 Differences in Customs and Habits 13

3.4 The Impact of Cultural Environment in International Marketing 14

3.4.1 Product Design 14

3.4.2 Promotional Activities 15

3.4.3 Impact on the Strategic Segment Market 15

3.5 Strategies of Corporate Culture Management for International Marketing 16

Chapter 4 The development of HUAWEI Company 17

4.1 The Development History of HUAWEI 17

4.2 HUAWEI’s Corporate Culture Management 19

4.2.1 Balanced Development 19

4.2.2 Strategic Management 20

4.2.3 Innovative Tools 21

4.2.4 Precise Vision 21

4.3 The Problems of Its Corporate Culture 21

4.3.1 The Successor Problem 22

4.3.2 The Tight Sate of the Staff 22

4.3.3 The Repressed Spirit of Innovation 22

4.3.4 Utilitarian Nature of Corporate Culture 23

Chapter 5 Future Development Strategies of HUAWEI 24

5.1 People-Oriented Changes 24

5.2 Open and Free Environment 25

5.3 Flexible and Adjustable Corporate Culture 25

Chapter 6 Conclusion 27

Acknowledgment 29

References 30