总之，二十一世纪是一个充满机遇和挑战的世纪，经济一体化和全球化加速运作必然会给世界经济和人类生活带来深刻的变化。在跨文化的背景下，由于文化冲突和矛盾，企业管理的功能被赋予了新的特点（哈里斯·莫兰，2000）。联想将其跨文化管理归因于文化整合、员工选拔、文化培训、本土化战略和全球人力资源管理。建立跨文化企业人力资源管理过程的新模式是打破原有的结构与平衡，在文化冲突与和谐中形成新的结构和平衡的过程。这是管理者转换角色和想法的重塑过程。
悉尼管理学论文代写:跨文化管理联想收购IBM
The development of the world economy shows a strong trend of globalization and integration, and the full and effective use of the international markets and resources has become an important strategic choice for businesses and even national development and growth (Chang & Park, 2012). Under this background, more and more enterprises make efficient allocation of resources on a global scale, and actively participate in international division of labor and cooperation, and seek a broader space for development. At the same time, the cultural differences between the countries and regions propose new issues and challenges to international companies (MNCs) and their traditional management thinking and management concepts. This essay, in this context, takes the case of Lenovo Group, makes preliminary analysis of cross-cultural enterprise human resource management, and puts forward some recommendations for the MNCs to improve human resource management. This essay will firstly discuss the IHRM issues of Lenovo. Following this, it will analyze how the international company should do when dealing with the cross-cultural issues. Under the background of cross-cultural conditions, the functions of the enterprise management, because of cultural conflicts and contradictions, have been given new characteristics (Harris & Moran, 2000). Lenovo attributed a lot of its cross-cultural management, including the culture integration, employee selection, cultural training, localization strategy and global-oriented human resources management.
In conclusion, the 21st century is a century full of opportunities and challenges, economic integration and operation of the acceleration of globalization will inevitably bring profound changes to the world economy and human life. Under the background of cross-cultural conditions, the functions of the enterprise management, because of cultural conflicts and contradictions, have been given new characteristics (Harris & Moran, 2000). Lenovo attributed a lot of its cross-cultural management, including the culture integration, employee selection, cultural training, localization strategy and global-oriented human resources management. The new model of the process of the establishment of cross-cultural enterprise human resource management is, to break the original structure and balance during the cultural conflict and harmony, which is also the formation of the new structure and balanced process. This is a remodeling process of managers switching roles and ideas.
