Motivation and Cross-Cultural Management
1. Introduction
China 's economic reforms and robust growth have fuelled the increased pace of International business. China 's accession to the World Trade Organization has opened previously imposed on enterprises with foreign investment, permitting greater access to China 's domestic market. With the developing of the Chinese economy, international transactions offering immediate market access are becoming an increasingly attractive alternative to green field investments, which are new potential targets, offering foreign investors greater market entry options. International business is not only an economic activity, but also a cultural activity. When foreign companies are doing business in China, many Chinese companies planning to enter the international market, which faced with the enormous cultural differences .Depth understanding of Western culture makes the Chinese state-owned enterprises to adapt to international business activities between the main economic environment, and better adapted to the cultural environment and with each other to achieve competitive advantage in the international business activities, enterprises across China Cultural activities in the international economy must pay attention and study. Motivation has attracted considerable attention in organizational behavior and, indeed, management education more generally. Detailed ethnographic studies of cross-culture management in foreign-invested firms might be best suited to elucidate the more subtle changes involved. This article provides a broad overview of the motivation and management in foreign invested enterprises compare to prospective employees in Chinese state owned enterprises. 2. the background of Chinese state owned enterprises
Western managers can enter China with an armory of motivational techniques which have proved useful back home. To some extent the legislative framework provided barriers to innovative practices, for instance, FIEs faced restrictions on recruitment and
China 's economic reforms and robust growth have fuelled the increased pace of International business. China 's accession to the World Trade Organization has opened previously imposed on enterprises with foreign investment, permitting greater access to China 's domestic market. With the developing of the Chinese economy, international transactions offering immediate market access are becoming an increasingly attractive alternative to green field investments, which are new potential targets, offering foreign investors greater market entry options. International business is not only an economic activity, but also a cultural activity. When foreign companies are doing business in China, many Chinese companies planning to enter the international market, which faced with the enormous cultural differences .Depth understanding of Western culture makes the Chinese state-owned enterprises to adapt to international business activities between the main economic environment, and better adapted to the cultural environment and with each other to achieve competitive advantage in the international business activities, enterprises across China Cultural activities in the international economy must pay attention and study. Motivation has attracted considerable attention in organizational behavior and, indeed, management education more generally. Detailed ethnographic studies of cross-culture management in foreign-invested firms might be best suited to elucidate the more subtle changes involved. This article provides a broad overview of the motivation and management in foreign invested enterprises compare to prospective employees in Chinese state owned enterprises. 2. the background of Chinese state owned enterprises
Western managers can enter China with an armory of motivational techniques which have proved useful back home. To some extent the legislative framework provided barriers to innovative practices, for instance, FIEs faced restrictions on recruitment and
References: 1. Introducing Western-style HRM practices to China: Shopfloor perceptions in a British multinational Jos Gamble (2006) 2. Integration of foreign invested enterprises and Chinese Culture http://www.tde.net.cn/zxfb/2010/1020/17951.html 3. Mergers and Acquisitions in China (2005) Edwarde Webre http://www.deacons.com.hk/eng/knowledge/knowledge_212.htm