【正文】 理 ? 文化差異的六種基本類型 1. 不同的溝通方式 2. 對待矛盾的不同態(tài)度 3. 完成任務(wù)的不同手段 4. 不同的決策風(fēng)格 5. 對曝光的不同態(tài)度 6. 不同的認(rèn)識方法 International Cooperation Strategic Management ? CrossCultural Communication: Hopes and Fears Hopes: ? the possibility of dialogue ? learning something new ? developing friendships ? understanding different points of view Fears: ? being judged ? mismunication ? patronizing or hurting others intentionally 國際合作與戰(zhàn)略管理 跨文化交流：希望與恐懼 希望： ? 對話的可能性 ? 學(xué)習(xí)新鮮事物 ? 培養(yǎng)友誼 ? 理解不同觀點(diǎn) 恐懼： ? 被評判 ? 錯(cuò)誤傳達(dá) ? 故意傷害其他人或盛氣凌人 International Cooperation Strategic Management ? CrossCultural Communication Challenges Culture is often at the root of munication challenges. Exploring historical experiences and the ways in which various cultural groups have related to each other is key to opening channels for crosscultural munication. Being more aware of cultural differences, as well as exploring cultural similarities, can help you municate with others more effectively. Next time you find yourself in a confusing situation, ask yourself how culture may be shaping your own reactions, and try to see the world from the other39。 4. 抓住你所看到的問題的核心 5. 對你所看到的而言，重要的是你如何理解它 6. 你如何表達(dá)自己。 profession。 education。 family status。s technological sophistication 39。s reputation 4. Partner39。 International Cooperation Strategic Management ? Local Partners 1. Knowledge of local market. 2. Familiarity with government bureaucracies and regulations. 3. Understanding of local labor markets. 4. Existing manufacturing facilities. ? Foreign Partners 1. 1. Advanced process and product technologies 2. 2. Management knowhow, and 3. 3. Access to export markets. 4. Both Partners lower capital than going it alone. 國際合作與戰(zhàn)略管理 ? 當(dāng)?shù)氐暮献骰锇? 1. 對當(dāng)?shù)厥袌龅牧私?. 2. 熟悉政府機(jī)構(gòu)以及政策法規(guī) . 3. 了解當(dāng)?shù)貏趧?dòng)市場 . 4. 擁有制造業(yè)設(shè)備 . ? 國外的合作伙伴 1. 先進(jìn)的流程及產(chǎn)品技術(shù) . 2. 管理技巧 . 3. 擁有出口市場 . 合資雙方 – 都比自己經(jīng)營要降低成本 . International Cooperation Strategic Management ? Broadly speaking, partner selection is based on two criteria: 1. Taskrelated criteria 2. Partnerrelated criteria 國際合作與戰(zhàn)略管理 ? 一般來講 , 選擇合作伙伴有以下兩個(gè)標(biāo)準(zhǔn) : 1. 任務(wù)相關(guān)標(biāo)準(zhǔn)。合作伙伴的選擇在動(dòng)態(tài)的及復(fù)雜的市場中尤為重要 , 因?yàn)橐粋€(gè)好的合作伙伴將使這個(gè)合資公司更具適應(yīng)性，提高兩個(gè)公司的戰(zhàn)略環(huán)境配置并減少不確定性。 International Cooperation Strategic Management ? Communication To engage and motivate your employees, munication should be frequent and used to create a mon vision, establish a connection with leadership, explain the new rules, support the individual transition process, aid in retention, and ultimately, define the new anization in terms of We instead of an It or They. Share as much information as you can, and never make false promises. 國際合作與戰(zhàn)略管理 ? 溝通 為激勵(lì)員工， 溝通 是日行工作中必不可少的一項(xiàng)工作：建立與領(lǐng)導(dǎo)層之間的聯(lián)系，解釋新的規(guī)章制度，服務(wù)于員工的升遷，使公司具有一種凝聚力，并最終使員工在新的合資公司使用“我們”這樣的術(shù)語，而不是“他”或是“他們”。并保持與合作伙伴人力資源部門的溝通與聯(lián)系。 International Cooperation Strategic Management ? Human Resources (HR) Strategy Develop HR strategies that align and support the goals of the JV: develop a distinct identity and culture for the new anization。定義合作伙伴的所有權(quán)（管理上的，資金，等）以及該合資企業(yè)的壽命。s good business practice to verify the facts through interviews with third parties) ? Development of an exit strategy and terms of dissolution of the joint venture 國際合作與戰(zhàn)略管理 ? 建立合資公司前應(yīng)考慮的幾個(gè)重要問題： ? 甄別未來的合作伙伴 ? 共同實(shí)施一個(gè)具體的商業(yè)計(jì)劃，根據(jù)各自的表現(xiàn)列出未來合作伙伴的清單 ? 信譽(yù)背景調(diào)查 – 驗(yàn)證合作伙伴的各種證明 (“信任及校驗(yàn)” – 相信你從合作伙伴那里得來的信息 , 但是通過與第三方的交流以便再次得到驗(yàn)證是一種好的商業(yè)習(xí)慣 ) ? 完善退出戰(zhàn)略以及合資企業(yè)解散條款 International Cooperation Strategic Management ? Important Factors to be Considered Before a Joint Venture is Formed ? most appropriate structure (. most joint ventures involving fast growing panies are structured as strategic corporate partnerships) ? availability of appreciated or depreciated property being contributed to the joint venture。 。 8. 獲取投資回報(bào)。 4. 因經(jīng)營規(guī)模擴(kuò)張而得到的經(jīng)濟(jì)節(jié)約。 ④ 不同國家和地區(qū)的政府政策。 2. 最大的促進(jìn)因素 =全球競爭的加劇。 International Cooperation Strategic Management ? Why Joint Ventures? As there are good business and accounting reasons to create a joint venture (JV) with a pany that has plementary capabilities and resources, such as distribution channels, technology, or finance, joint ventures are being an increasingly mon way for panies to form strategic alliances. In a joint venture, two or more partner panies agree to share capital, technology, human resources, risks and rewards in a formation of a new entity under shared control. 國際合作與戰(zhàn)略管理 ? 為什么要合資？ 有好的商業(yè)前景并且公司有相應(yīng)的 能力與資源 ，如分銷渠道，技術(shù)或融資。合資公司中的一方如果總部設(shè)在國外，或者合資公司不止在一個(gè)國家進(jìn)行經(jīng)營，則認(rèn)為該合資公司為國際性合資公司。 International Cooperation Strategic Management ? Strategic motives for JV formation Why do panies form international joint ventures? 1. Traditionally, to enter the markets of countries with restrictions on foreign investment. 2. Recently, driven by rapidly changing market conditions. 國際合作與戰(zhàn)略管理 ? 建立國際性合資公司的戰(zhàn)略目的 為什么建立國際性合資公司 ? 1. 傳統(tǒng)意義上來講 , 外商投資進(jìn)入一個(gè)國家的市場有一定的限制 . 2. 最近 , 受快速變化的市場情況的影響 . International Cooperation Strategic Management 1. The number of JVs, both horizontal (occurring between peting panies) and vertical (occurring between panies occupying different positions within the valuechain), has risen dramatically during the past 20 to 30 years. 2. The greatest stimulus = the emergence of global petition. 3. Other influences include: ① Rapid technological development. ② High cost of research and development. ③ The concentration of players in mature industries. ④ Government policies in various countries and regions. 國際合作與戰(zhàn)略管理 1. 合資公司的數(shù)量在過去的 20~30年間快速增長 ,包括橫向增長（競爭公司之間）以及縱向增長（價(jià)值鏈內(nèi)處于不同陣地的公司之間）。 ③ 商家對成熟行業(yè)的共同關(guān)注。 3. 維持在現(xiàn)有市場的地位。 Inter