【正文】 在以前的討論中我們又經(jīng)歷過(guò)多少這樣的交流溝通呢？而我們甚至沒(méi)有留意過(guò)。 正如杰克 .韋爾奇所講：‘使 GE出類(lèi)拔萃的，是把多樣性作為學(xué)習(xí)的無(wú)限源泉，作為包羅萬(wàn)象，無(wú)與倫比的點(diǎn)子庫(kù)的文化。 ? 記住文化標(biāo)準(zhǔn)可能不適合某一特定個(gè)體的行為。s preferred mode. ? Search for ways to make the munication work, do not search for who should receive the blame for the breakdown. 國(guó)際合作與戰(zhàn)略管理 ? 跨文化合作的指導(dǎo)原則 ? 從其他文化的普遍性中學(xué)習(xí) 1. 不要把普遍性用于制定成規(guī)。 3. 你看世界所使用的‘鏡頭’。s international experience 9. Experience in technology application for new technology development 39。關(guān)注一些潛在的關(guān)鍵特征，如行為舉止，工作經(jīng)驗(yàn)，工作業(yè)績(jī)等。 International Cooperation Strategic Management ? Important Factors to be Considered Before a Joint Venture is Formed ? Screening of prospective partners ? Joint development of a detailed business plan and short listing a set of prospective partners based on their contribution to developing a business plan ? Due diligence checking the credentials of the other party (trust and verify trust the information you receive from from the prospective partner, but it39。 ③ 商家對(duì)成熟行業(yè)的共同關(guān)注。 2. 最大的促進(jìn)因素 =全球競(jìng)爭(zhēng)的加劇。 。并保持與合作伙伴人力資源部門(mén)的溝通與聯(lián)系。s reputation 4. Partner39。 profession?！? 亞伯拉罕 ? 林肯 International Cooperation Strategic Management ? Guidelines for Multicultural Collaboration ? Learn from generalizations about other cultures 1. Don39。 ? 坦誠(chéng)由于文化差異造成的過(guò)失對(duì)有效的溝通至關(guān)重要。s ability to learn, and translate that learning into action rapidly, is the ultimate petitive business advantage. As Welch noted in his 1996 Letter to Share Owners, The constant sharing of business experiences and cultural insights, from around the world, is creating a Company whose brains, as well as businesses, are truly global. 國(guó)際合作與戰(zhàn)略管理 ? 案例 : 通用電氣 (GE) 在通用電氣 ,由于商業(yè)和人員的各異性都得到了最有效的利用，整體的力量總是比各部門(mén)大?！?，我看到了，’她答到，‘但那是紅色標(biāo)志。 2. 有人把這種關(guān)系認(rèn)定是一種邊緣關(guān)系?！? International Cooperation Strategic Management ? Case in Point: General Electric (GE) The GE Leadership Effectiveness Survey (LES) provides a framework for evaluation of the corporate leaders that includes, inter alia, the following parameters: Fully utilizes diversity of team members (cultural, race, gender) to achieve business success and Demonstrates global awareness / sensitivity and is fortable building diverse / global teams. 國(guó)際合作與戰(zhàn)略管理 ? 案例 : 通用電氣 (GE) 通用電氣領(lǐng)導(dǎo)效果調(diào)查 (LES)提供了一個(gè)評(píng)估公司領(lǐng)導(dǎo)者的方案，特別包括了下列因素，‘充分利用團(tuán)隊(duì)成員的不同（文化，種族，性別）達(dá)到商業(yè)成功’和‘體現(xiàn)全球意識(shí) /敏感，樂(lè)于建立不同 /全球團(tuán)隊(duì)。 ? 在工作中意識(shí)到文化差異，并認(rèn)識(shí)到文化差異的所在是通向相互理解的第一步。 ? 不要認(rèn)定自己的才是‘唯一正確’的溝通方式 1. 不斷質(zhì)疑自己的假設(shè)。 身體條件；性取向；宗教；職業(yè)；工作地及其公司文化。 nationality。 International Cooperation Strategic Management ? Talent ? Make the identification, retention, and motivation of the key talent a top priority. ? Know the employees’ motivators and demotivators. ? Structure programs to ensure retention. 國(guó)際合作與戰(zhàn)略管理 ? 人才 ? 給與重要人才在認(rèn)同，保留以及 激勵(lì) 方面的優(yōu)先考慮。對(duì)于一個(gè)成功的合資企業(yè)來(lái)說(shuō)，高級(jí)管理必須參與重要的人力資源管理事務(wù)并回答以下問(wèn)題： ? 你的 商業(yè)戰(zhàn)略 是什么 ? 它如何對(duì)你組織內(nèi)的員工產(chǎn)生影響 ? International Cooperation Strategic Management ? Human Resources Strategy ? What petences (knowledge, expertise, interpersonal skills) will be required to make the joint venture successful? What type of people should work in the joint venture? ? How will you create a hybrid culture that overes crosscultural barriers? How will you bridge the gap between foreign and local management? ? What structures, processes, and human resources programs should you implement in the joint venture to support the anizational goals? 國(guó)際合作與戰(zhàn)略管理 ? 人力資源策略 ? 成功的運(yùn)營(yíng)一個(gè)合資企業(yè)需要什么能力（知識(shí)、專(zhuān)業(yè)技能、交往能力）？什么樣的人適合在合資企業(yè)中工作 ? ? 如何營(yíng)造一種融合的文化氛圍來(lái)消除 跨文化壁壘 ？如何逾越國(guó)外管理與本土管理的鴻溝 ? ? 你將在合資企業(yè)中采取什么樣的組織結(jié)構(gòu)、過(guò)程以及實(shí)施什么樣的規(guī)劃來(lái)支持 組織目標(biāo) 的實(shí)現(xiàn)？ International Cooperation Strategic Management ? Human Resources (HR) Action Steps to Prepare for a Successful JV ? Business Strategy Begin with a sound, wellarticulated strategy. Before moving forward, determine and explain why you wish to enter into a joint venture, why you have chosen your partner(s), and what you hope to achieve. Define involvement (managerial, capital, etc) of the partner panies and how long the JV will last. Put in place strategies to define governance, accountability, decisionmaking process, and conflict and issueresolution procedures. Ensure buyin and participation at the highest level. Consider outes: what could cause you to terminate the joint venture, and what is the preferred exit strategy. 國(guó)際合作與戰(zhàn)略管理 ? 為實(shí)現(xiàn)一個(gè)成功的合資企業(yè)，人力資源所采取的行動(dòng)步驟 ? 商業(yè)計(jì)劃 首先要有一個(gè)縝密的戰(zhàn)略計(jì)劃。 2. 國(guó)際性擴(kuò)張 (國(guó)際化 )。合資已經(jīng)成為企業(yè)戰(zhàn)略聯(lián)盟 的一種常見(jiàn)方式。 9. 交流現(xiàn)有技術(shù)。 municate aggressively to employees。 2. 合伙人相關(guān)標(biāo)準(zhǔn)。 physical condition。 International Cooperation Strategic Management ? Culture Shock Failure to identify cultural issues and take action can lead to a culture shock. In order of priority, the most mon symptoms: 1. feeling isolated 2. anxiety and worry 3. reduction in job performance 4. high nervous energy 5. helplessness Not coping with culture shock symptoms when they appear can lead to a very negative situation. 國(guó)際合作與戰(zhàn)略管理 ? 文化沖擊 無(wú)法識(shí)別文化問(wèn)題并采取相應(yīng)的行動(dòng)會(huì)導(dǎo)致文化沖擊。試著把自己放在他人的位置上考慮問(wèn)題。 International Cooperation Strategic Management ? Unleashing the Power of Integrated Opposites ? develop innovative services and products for diverse customer groups 1. Share diverse experiences. 2. Cultural insights of workers. ? creative problem solving 1. Look at the same landscape with different eyes“ . 2. Crosspollination of ideas. ? achieving synergy by leveraging the power of critical opposites 國(guó)際合作與戰(zhàn)略管理 ? 發(fā)揮對(duì)立統(tǒng)一體的能力 ? 為不同的顧客群體開(kāi)發(fā)新穎的產(chǎn)品與服務(wù) 1. 分享不同的經(jīng)歷 2. 員工對(duì)文化的理解 ? 創(chuàng)造性的解決問(wèn)題 1. ‘用不同的眼光看同一處風(fēng)景’ 2. 想法勾通與交流 ? 協(xié)調(diào)關(guān)鍵矛盾的力量達(dá)到增效 International Cooperation Strategic Management ? Case in Point: DuPont A USbased multicultural team at DuPont gained around US$45 milli