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在中国不完全需要SK总部那些东西,甚至中国有些东西比他们的还要好每位经理人都明白的一个道理是:跨国公司要在中国开辟天地,成功与否,取决于其是否尽快本地化。道理很好理解。然而,一些跨国公司至今却还没有摸清本地化的门道: 甲骨文的管理方式尚不能为中国本地员工和合作伙伴所接受;雅虎在中国一直都有水土不服的症状,远远没有取得与雅虎在全球互联网业内相匹配的尊敬……显而易见,本地化是一道让跨国公司痛苦的难题。它们在中国面临的通病是,公司总部做生意的方式与中国员工文化的融合, 确切地说是整合。这方面,跨国公司更想同化后者,并不想适应。但要在中国改造人的民族性,有点一厢情愿,因为这太难了。“所以,我执行的本土化策略是要让员工感觉到,在中国做事情必须按中国的方式,要适合中国。”SK电讯(中国)CEO刘允似乎寻到了解除痛苦的良方,“而且,我还要让SK电讯总部了解,SK电讯在中国要按中国的方式做事情。”
One of the things that every manager understands is that a multinational corporation wants to open up a world in China and whether it succeeds or not depends on whether it is localized as soon as possible. The reason is well understood. However, some multinational corporations have yet to figure out the way for localization: the management mode of Oracle is not yet accepted by Chinese local employees and partners; Yahoo has always been acclimatized in China and is far from obtaining any agreement with Yahoo! Appropriate respect in the global Internet industry ... Obviously, localization is a difficult problem for multinational corporations. The common problem they face in China is the integration of the ways in which the company's headquarters do business and the culture of Chinese employees, to be precise. In this regard, multinational corporations also want to assimilate the latter and do not want to adapt. However, to reform people's nationality in China, it is a bit of a wishful thinking because it is too difficult. “So, my localization strategy is to make my employees feel that doing things in China must be China-based,” said Liu Yun, CEO of SK Telecom (China), who seems to have found a cure for pain. “And , I also want SK Telecom headquarters to understand that SK Telecom in China to do things the way China. ”