Examining the Necessity and Significance of Implementing Cross-Cultural Management Practice in Shanghai, China

Abstract

The core focus of cross-cultural management lies in examining how individuals from diverse cultural backgrounds collaborate within organizational settings. The primary aim of research in cross-cultural management is to tackle various issues concerning organizational behavior, such as leadership approaches, methods of motivation, organizational frameworks, and the intricate dynamics of culture, drawing insights from fields like sociology and anthropology. This particular study endeavors to evaluate the significance of integrating cross-cultural management methodologies within Yixin Energy Technology Co. situated in Shanghai, China. Employing a quantitative methodology, 158 responses were garnered through the random distribution of questionnaires. Statistical analysis was conducted utilizing SPSS, encompassing descriptive analyses, variance assessments, and multiregression examinations to decipher the collected data. The findings indicate that the three principal factors investigated in this study collectively account for roughly 38.1% of the variance observed in cross-cultural management within multinational corporations. Specifically, social culture influences cross-cultural management by 23.3%, governmental policies by 35.0%, management approaches by 21.8%, and overall cross-cultural management by 28.7%. These results furnish statistical validation endorsing the imperative nature of cross-cultural practices, a recognition embraced by Yixin Energy Technology Co. in Shanghai, China. It is advised that businesses formulate diverse cross-cultural training programs tailored to the distinct needs of expatriates at various levels to effectively enhance their cross-cultural competencies.