浅析合资企业工会职工的思想政治工作

企业工会是职工之家,是党联系职工群众的桥梁和纽带,担负着协助党组织做好职工思想政治工作的重要任务,要从服务于企业生产经营、发展建设、和谐稳定的大局出发,着力培养符合现代化企业发展要求的高素质的职工队伍。因此,在合资企业的工会组织,做好职工的思想政治工作显得尤为重要。     

临时用工的劳动合同与社会保险

前不久。在北京打工的外地小伙子小杨又一次失业了。一天，他来到人才招聘会上．想给自己找一份新工作。走到某合资企业的招聘台前，他发现该企业招聘的职位中有自己能胜任的岗位，于是，赶紧上前询问有关情况。     

风险警示

美尔雅600107 公司生产的高级西服主要出口日本、东南亚及欧美等地区,日本市场的需求量及日元汇率的波动对公司的经营和业绩有较大影响;控股子公司美尔雅服饰有限公司是一家以生产中、高档西服为主的中日合资企业,产品主要出口日本市场,目前在全国网点的专柜、专卖店、加盟商达245家。     

国有企业对研究生应届毕业生的需求调研报告

随着国有企业市场化水平的提升,现代企业制度的建立,企业改制和重组的深化,特别是国有企业创造利润能力的提升,带来了员工薪酬水平和发展空间的整体改善。2007年最佳雇主调查中,有34．1％的毕业生选择了国企,其次是外商独资和中外合资企业,比例分别为23．0％和17．5％,国企人气首超外企。     

文化差异感知、沟通模式与员工创新行为

While it is well-known that cross-cultural conflict management is a common problem in multinational joint ventures. The cooperation parties come from different countries and regions, and their social, political and legal systems and cultural backgrounds are different, which leads to the differences in business philosophy, decision-making thinking preferences and management communication modes. The conflict of managerial values caused by cultural differences will inevitably affect the management concept and mode of joint ventures, which will permeate the whole process of enterprise management activities. Employees from different cultural backgrounds may have different acceptance of the rules and regulations of the joint venture or different understanding of the work tasks, which may cause employees′ uncertainty or anxiety and ultimately affect their work innovation behavior and enterprise performance.  However, a fact that can not be ignored is that managers of joint ventures do not know much about cultural differences, the impact of communication modes and how to influence employees′ work innovative behavior. Managers need to manage cultural conflicts and differences between the two countries and even more countries in order to maximize cultural integration and enhance working enthusiasm and creativity of employees. So, this study attempts to reveal the deep-seated impact mechanism of cultural differences between parent company and subsidiary companies and management communication modes on employees′ work innovative behavior. And we also hope to explore the optimal communication mode in cross-cultural conflict management of joint ventures, so as to provide experience for cross-cultural conflict management of joint ventures. This paper took 211 employees of 12 automobile joint ventures as the research object. Cultural differences perceived by employees were viewed as the independent variable, and communication modes between managers and subordinates were regarded as both independent variables and moderating variables. The theory of anxiety/uncertainty management was adopted to analyze the effect and mechanism of employees′ perceptions of cultural differences on their work innovative behavior. The theory and techniques of Transactional Analysis were used to classify the communication modes between managers and subordinates. The hierarchical regression method was conducted to analyze the samples and compare the impact of different communication modes on employees′ innovative behavior.  Through empirical research, this study mainly draws the following conclusions: (1) Joint venture employees′ perceptions of cultural differences between parent and subsidiary companies affects their innovative behavior. The more cultural differences perceived by employees between parent and subsidiary companies, the more difficult it is for employees to understand the rules and regulations and normative requirements of joint ventures, thus enhancing the risk defense mechanism of employees and curbing their creative and innovative motivation in the process of work. (2) Manager-employee value conflict caused by cultural differences runs through the communication modes between managers and employees, thus affecting the innovative behavior of employees. The three dimensions of communication mode (complementary transactions, crossed transactions and covert ulterior) affect the direction and intensity of employees′ innovative behavior differently. Among them, complementary transactions positively affects employees′ innovative behavior, while crossed transactions and covert ulterior negatively affect employees′ innovative behavior. (3) Different communication modes adopted by manager-employee in the process of communication can moderate the impact of cultural differences perceived by employees on their innovative behavior. Among them, complementary transactions can weaken the negative relationship between employees′ perceptions of cultural differences and their innovative behavior, while covert ulterior strengthens the negative relationship between employees′ perceptions of cultural differences and their innovative behavior, while crossed transactions has no obvious moderating effect. The theoretical contributions of this study are mainly embodied in the following aspects. Firstly, this study confirms the impact of employees′ perceptions of cultural differences and communication modes between managers and employees on employees′ innovative behavior. Different communication modes between managers  and employees will not only directly affect employees′ innovative behavior, but also moderate the relationship between employees′ perceptions of cultural differences and their innovative behavior. Secondly, this study reveals the complex mechanism of the relationship between employees′ perceptions of cultural differences and their innovative behavior, and identifies the important moderating role of different communication modes. Thirdly, this study enriches the application fields of the anxiety/uncertainty theory, and expands the research fields of the theory and techniques of Transactional Analysis. The results of this study have important reference significance for the management practice of joint ventures. Based on the results of this study, the employees′ perceptions of cultural differences are important factors to affect employees′ innovative behavior. Therefore, we put forward the following management suggestions for joint ventures. Firstly, it is suggested that joint ventures should attach great importance to alleviating the uncertainty and anxiety caused by employees′ perceptions of cultural differences, strive to create a safe and harmonious working environment for employees, so as to stimulate their innovative potential and improve their work enthusiasm and creativity. Secondly, joint ventures should popularize the theory of Transactional Analysis and the techniques of Interpersonal Communication Interaction Analysis in the process of human resources training. In addition, managers and employees of joint ventures should choose appropriate communication modes. When communicating, both managers and employees should give priority to complementary transactions, avoiding the use of crossed transactions and covert ulterior. However, this study still has the following limitations: (1) This study took the employees of automobile joint ventures in China as research object. The representativeness of the samples needs to be improved. The universality of the research conclusions needs to be confirmed further. (2) There are some inconsistencies between self-evaluation and supervisor-evaluation of employees′ innovative behavior. The supervisor-evaluation data did not verify all the theoretical hypotheses. (3) The richness of the models needs to be strengthened. This study used the theory of anxiety/uncertainty management to explain the main effect of perceptions of cultural differences on employee innovative behavior, and tested the moderating effect of communication modes, but did not explore and test the mediating effect of the relationship between perceptions of cultural differences and employee innovative behavior. We will further explore the mediating variables and effects in the future study.     

女首富：张茵

靠“捡废纸”发家 茵祖籍山东,出生在东北,完成学业后,在工厂做过工业会计,并在深圳信托下属的一家合资企业里从事财务工作,直到在一家香港贸易公司做包装纸的业务。     

星巴克印度合资开咖啡店或复制中国经验

从星巴克获悉,该公司已与印度塔塔全球饮料公司成立合资企业,这意味着该美式咖啡连锁巨头继中国后,再度进军传统上以茶为主要饮料的新兴市场。由于在新兴市场门店的获利回报比美国本土丰厚,在中国成功后,盯上印度的还有肯德基、必胜客等品牌的百胜餐饮。     

传统媒体在文化地产业的发展

新媒体的出现,给传统媒体带来了挑战。在此背景下,传统媒体纷纷寻找出路,文化地产成为传统媒体投资经营的重要领域。"文化地产是文化产业与房地产业两个产业和行业的有效结合,是以房地产开发经营为实现途径,开发建设以文化产业行业相关内容或主题内容、并形成可持续经营的文化产业产品或服务,以及实现社会效益与经济效益相统一的房地产项目的开发经营。"1转战文化产业是多种因素推动的产物1.政策的支持     

江苏省高新技术企业——金轮针布（江苏）有限公司（原南通金轮针布有限公司）

金轮针布（江苏）有限公司（原南通金轮针布有限公司）始创于1987年，是一家专业制造纺织梳理器材的中外合资企业、江苏省高新技术企业。公司的产品有金属针布、弹性针布、固定盖板针布、分梳辊与分梳辊针布、整体锡林，其中主导产品金属针布和弹性盖板针布的产销售量连续多年来在国外同行中一直遥遥领先。公司生产的高速高产梳棉机用齿条、高速高产梳棉机用盖板针布、高速高产梳棉机用固定盖板针布为江苏省高新技术产品，“金轮”商标评定为江苏省著名商标，“金轮品牌”已经成为行业的著名品牌。公司拥有外贸自营进出品自主权，产品不仅畅销国内，还销往俄罗斯、越南、印度、巴基斯坦、印尼、非洲马里等国。     

中外合资企业的跨文化冲突研究——以长安福特汽车公司为例

中外合资企业经常会出现文化冲突,本文以长安福特汽车公司为案例,分析了公司跨文化冲突的6种表现形式:个人主义和集体主义;自我与无我;上下级关系;情理法;决策方式;尊老与能力至上。最后提出了合资企业的文化整合过程可以分为探索期、碰撞期、整合期和创新期4个阶段。