【正文】 attitudes towards conflict 3. Different approaches to pleting tasks 4. Different decisionmaking styles 5. Different attitudes towards disclosure 6. Different approaches to knowing 國(guó)際合作與戰(zhàn)略管理 ? 文化差異的六種基本類型 1. 不同的溝通方式 2. 對(duì)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(duì)曝光的不同態(tài)度 6. 不同的認(rèn)識(shí)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(guó)際合作與戰(zhàn)略管理 跨文化交流：希望與恐懼 希望： ? 對(duì)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(píng)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。 身體條件；性取向；宗教；職業(yè)；工作地及其公司文化。 4. 抓住你所看到的問(wèn)題的核心 5. 對(duì)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。 2. 以你理解世界的方式與之分享共同經(jīng)歷的團(tuán)體或社會(huì)。 profession。 sexual orientation。 education。 age。 family status。 nationality。s technological sophistication 39。s pany size 6. Degree of favourable past experience with partner 國(guó)際合作與戰(zhàn)略管理 ? 合伙人相關(guān)標(biāo)準(zhǔn) : 1. 高層管理團(tuán)隊(duì)之間互相信任 2. 與合伙人業(yè)務(wù)之間的相關(guān)性 3. 合作者的聲譽(yù) 4. 合作者的財(cái)務(wù)狀況 5. 合作者的公司規(guī)模 6. 過(guò)去與合作者合作的順利程度 International Cooperation Strategic Management ? Partnerrelated criteria: 7. Marketing/distribution capabilities 8. Partner39。s reputation 4. Partner39。 International Cooperation Strategic Management ? Taskrelated criteria are the strategic petencies to which a potential partner provides access. 1. Product knowledge. 2. Market knowledge. 3. Regulatory knowledge. 4. Distribution channels. ? Partnerrelated criteria are the anizational features that determine the desirability of collaboration. 1. Collaborative knowhow. 2. How closely the 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(guó)際合作與戰(zhàn)略管理 ? 當(dāng)?shù)氐暮献骰锇? 1. 對(duì)當(dāng)?shù)厥袌?chǎng)的了解 . 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(chǎng) . 4. 擁有制造業(yè)設(shè)備 . ? 國(guó)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(chǎng) . 合資雙方 – 都比自己經(jīng)營(yíng)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(guó)際合作與戰(zhàn)略管理 ? 一般來(lái)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)。s motives will determine the type of partner it selects. If only a few partners with the right characteristics are available, this may affect the scope and objectives of the JV. Several of the most important criteria are access to knowledge, trust, reputation and status. 國(guó)際合作與戰(zhàn)略管理 ? 選擇合作伙伴在建立合資公司的過(guò)程中起著關(guān)鍵的作用 . 企業(yè)的動(dòng)機(jī)將決定它所選的合作伙伴的類型 . 如果僅僅有很少的合作伙伴滿足要求，將會(huì)影響到合資公司的規(guī)模和目標(biāo)。合作伙伴的選擇在動(dòng)態(tài)的及復(fù)雜的市場(chǎng)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 ? 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。 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(guó)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(yǔ)，而不是“他”或是“他們”。s seen as fair and credible, and name toptier leadership as soon as possible. Look for key indicators of leadership potentials such as behavior, past experience, and measurable outputs. 國(guó)際合作與戰(zhàn)略管理 ? 領(lǐng)導(dǎo)層 提供一種選擇領(lǐng)導(dǎo)人的公平可信的方法，可盡快的任命高層領(lǐng)導(dǎo)。并保持與合作伙伴人力資源部門的溝通與聯(lián)系。 and establish distinct career paths, management, and a means of return for employees transferring to the JV. Create pensation, incentive, and retention programs tied to the success of the JV. Maintain open munication between the HR departments of the partners and the JV. 國(guó)際合作與戰(zhàn)略管理 ? 人力資源策略 發(fā)展支持合資企業(yè)目標(biāo)并與之一致的人力資源戰(zhàn)略：建立清晰的企業(yè)文化并積極在員工中推行 。 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。確保大宗買賣以及高層事物的各方參與。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。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 req