Research on Cross-culture Management in China's State-owned enterprises
1．Introduction
1.1 Origin and Objective of Research
Transnational operation and cross culture management has already become the long term task for China's state-owned enterprises. Reform and economic development in China's recent 20 years has witnessed the foundation of a group of state-owned enterprises with comparatively strong international competency. Such a group of state-owned enterprises has experienced rapid growth in some areas and has become the firm power in China's economic system. However, the competition faced with China's state-owned enterprises is quite fierce. First is the competition from domestic private-owned enterprises. Their advantages of property rights, flexible decision-making and quick reaction have ensured that the higher growing speed than state-owned enterprises. Second is that the large scale transnational companies in China enter into the market of China bringing with them advanced technology and management and abundant funds in order to explore the market of China. Finally, China's state-owned enterprises have started to invest directly or indirectly into foreign countries or regions. No matter state-owned, private-owned enterprises or foreign enterprises, the management culture is of peculiar characteristics. With the development of domestic competition and transnational operation, the hard problems of cross-culture management will appear naturally in front of China's state-owned enterprises.
This article mainly focuses on the origin, content and characteristics of Chinese culture, and the peculiar management culture in China's enterprises. Deep discussion will be unfolded into the factors that will exert an impact on and determine the management culture in China's state-owned enterprises. Final part of the article will penetrate into the method of how to adapt China's characteristic management culture to the operation and management of foreign countries.