摘 要

日本的索尼、松下、日立、東芝、豐田等世界著名企業(yè)紛紛進(jìn)駐中國(guó)。然而，作為一衣帶水的鄰邦，我們相處的并不和睦，存在著文化沖突，而文化差異又直接影響人們的生活習(xí)慣、工作行為以及領(lǐng)導(dǎo)方式和管理方式，有時(shí)可能會(huì)由于忽視了兩國(guó)在文化上存在的差異而產(chǎn)生極大的誤會(huì)，那么如何在一定程度上解決這個(gè)問(wèn)題，使兩國(guó)都能獲得最大的利益是值得我們關(guān)注的問(wèn)題。
針對(duì)中國(guó)目前日資企業(yè)所面臨的文化沖突問(wèn)題，本文結(jié)合案例研究分析中日兩國(guó)企業(yè)文化的差異，管理制度的差異，管理模式的差異以及由此產(chǎn)生的管理中的文化沖突，旨在為跨文化企業(yè)尋求解決的方案。

【關(guān)鍵詞】 文化沖突 跨文化管理 中日合作企業(yè)

Abstract

　　　Japan's Sony, Panasonic, Hitachi, Toshiba, Toyota and other world famous enterprises have presenced in China. However, as neighbors, China and Japan do not live in harmony and exist cultural conflicts. The cultural differences would directly affect people's living habits, as well as leadership and management style. Sometimes great misunderstanding may come into being, just because of neglecting the differences existed in bi-culture. How to solve this problem to achieve the maximum benefits of the two countries is worthy of our concern .
　　　The Japanese-funded enterprises in China are facing problems of cultural conflicts. This paper analysed the differences of the cultural differences, the management systems, the management model and the resulting differences in the management of cultural conflicts between Japanese enterprises and Chinese enterprises based on case of Toshiba. It aims to find a solution to the problem for the cross-cultural enterprises.

【Key Words】 Cultural Conflicts; Cross-cultural Management; Sino-Japanese Joint Ventures