中国企业在非洲市场上的跨文化管理

【摘 要】 近年来，随着中非国家的经济发展和贸易关系的日益加深，中国企业在资源开发、通信、渔业、旅游和建筑服务等领域进行了有益投资。非洲地区成为中国企业贯彻“走出去”战略的海外热门地区。但是，国际政治因素和经济水平发展的差距使得中国和非洲国家面临着很多问题。此外，中国企业在这些地区的经济合作方面因为不同的环境也暴露了一些问题。在多边合作中也面临文化和宗教政策的复杂性问题。跨文化管理的 缺失已经成文跨国企业的主要失败点所在，很大程度上由于中国企业的管理者们缺乏跨文化管理方面的知识和能力。在这篇文章中，通过对中国企业在非洲市场上投资的分析，我们提出怎样加强中国企业的跨文化管理从提升市场竞争力和良好的形象最终加强中国企业的能力和信誉。

【关键词】 跨文化管理；中国企业；非洲市场

【Abstract】 Nowadays, with the booming development of the economics and trade relations between China and African countries, China enterprises in resources development, communication, fishing industry, and tourism and construction services field are getting a large amount of investment profit. Africa becomes China enterprise "go out" to develop overseas investment hot spot. But, the international political factors and the gap between the economic development levels, the Chinese in African countries are facing some problems. Additionally, Economic cooperation because of different overseas business environment exposed many problems in participating bilateral or overseas. Edge cooperation is still faced with regional politics and culture complexity. The failure of cross-cultural management has become a Multinational enterprise management the main failure attribution, in large degree due to China's enterprise managers lacking cross-cultural competent. In this article, through the analysis of the situation of Chinese enterprise in African countries on investment and the implement of humanitarian projects, we put forward how to strengthen the cross-cultural management to promote China enterprises in African market and shape Chinese-invested enterprises a good image in overseas then enhance China power and credibility.

【Key words】 cross-cultural management; Chinese enterprises; African market;

Part I. The prospect of African market and the present situation of Chinese enterprises development

1.1 Africa rich mineral resources and the broad market demand

The world has already proved 150 underground mineral resources which are stored in Africa.These resources exploration and mining and smelting is a rich market in the future. Although Africa has a great deal of resources, almost it has no industry. At present African infrastructure construction is very behind. Most commodities need to be imported. Along with the African countries of the political situation, broken stability and economic development, governments have stepped up their base.

1.2 China enterprise expansion of the present situation of the African market

By the end of 2005, the investment of China has reached 6.27 billion us dollars and China set up enterprise more than 800. China has signed the investment protection agreement with 28 African countries and the avoidance of double taxation agreement with eight African countries. At present in more than forty countries in Africa are to be found in Chinese enterprises. Hisense has also become the first mechanical and electric brand in South Africa market.

Part II. Cultural differences and cross-cultural management of Chinese enterprises

2.1 Cultural differences and cross-cultural management of China enterprises

2.1.1 Cultural differences and the cultural conflict

The difference is still the problem that multinational management must face. Africa not just has the unique natural scenery, but also its own cultural tradition. Therefore, China enterprises ‘employees and local hire labors in growth environment, education, character, interests are different and these differences in sometimes may lead to cultural conflict because different culture has its own norms and values, customs, thinking and behavior. These will be more difficult to manage and easy to bring a variety of culture risk .

Thinking model. (2) Communication. (3)The inverse effect of evaluation and incentive.

2.2 cross cultural management strategy

(1) Choose appropriate dispatched employees. For cross-cultural adaptability, the cooperation can check from some aspects as follows: national superiority; cultural experience; (2) Strengthen cultural awareness training. Make enterprise staff clear the affect of cultural background to the enterprise management behavior. (3)Strengthen cross-cultural communication. Cultural awareness training is just the primary level of international enterprise cross-cultural management and coordination.

Part Ⅲ. Successful case: Holley-Cotec Company

Holley Medical Excellence Scholarship

In order to implement China’s policies in Africa and improve the image of Chinese enterprises, Holley-Cotec established Holley Medical Scholarship in Kenya and Tanzania and planed to distribute RMB 500,000 Yuan in total in five years to award to medical students with outstanding academic performance and students from poor families. In March 2006, the International Department of the Ministry of Education of P.R China approved to list this project into “2006-2010 China-Kenya Education Exchange Cooperation Agreement” and gave full support to the project.

Part Ⅳ. Conclusion

China enterprises entering the African market is not only the broad space for development. We need to guide the different culture collision to explode inspiration sparks, rather than create the friction of hinder progress. In the respect the local customs culture and on the basis of the development localization strategy, we promote cross cultural fusion effectively through the cultural permeating and innovation to avoid cultural conflict.

References

［1］中国企业在非洲市场的跨文化管理分析文章编号：1008- 7133（2009）01- 0091- 03)

［2］2007年第11期经理人 逯春明：跨国经营取文化之道

［3］理论创新 社会科学报/ 2002 年/ 07 月/ 25 日/ 第004 版/跨国企业的跨文化管理 陈小平

［4］ www.省略/index.aspx 华立科泰官网.

（作者单位：东北财经大学）