跨国公司管理 考试论文题目
跨国公司经营与管理参考答案答案
跨国公司经营与管理参考答案答案第一篇：跨国公司经营与管理参考答案答案参考答案1、跨国公司对世界、对母国、对东道国的影响? 1．对整个世界的影响(1）跨国公司推动资本、技术、人员在全球范围内的优化组合，提高了资源配置的效率；(2）跨国公司推动国际贸易的发展；(3）跨国公司提高消费者的生活品质；(4）跨国公司推动各种文明之间的交流；(5）跨国公司是全球经济增长的引擎，并且，加速了全球化的进程。
2．对母国的影响利益：（1）提高技术成果的产出；（2）获取自然资源和原材料；（3）获取创造性资产；(4)推动产业结构的优化升级。
危害：（1）加快成熟产业的衰退，可能造成产业空心化；（2）可能加剧本国的失业。
3．对东道国的影响：利益：（1）获得建设资金；（2）有助于接触国外的先进技术和管理经验；（3）解决就业问题；（4）促进对外贸易的发展。
危害：（1）加剧污染；（2）自然资源可能被掠夺性开发；（3）危害产业安全。
2、跨国公司管理与国内公司管理有何联系和区别？ 1.相同点：自然属性 2.不同点：（1）环境异质性；(2)潜在市场规模更大。
3．垄断优势理论的主要观点有哪些？有何理论贡献与不足？主要观点：（1）竞争市场和特定优势的存在是企业对外直接投资的前提；（2）如果产品市场和要素市场是完全竞争的，那么，企业没有必要对外直接投资；（3）如果企业没有特定优势，那么，企业没有能力进行对外直接投资；（4）企业必须依靠特定优势，以克服国外劣势，在东道国取得竞争优势。
贡献：区分了直接投资和间接投资，首次正式地提出了国际直接投资理论。
不足：（1）无法完整解释发展中国家企业的对外直接投资。
（2）优势的跨国转移经常困难重重。
（3）建立在时间压缩不经济性基础上的能力很难被模仿、移植。
（4）具有社会复杂性的资源较难转移、培育。
4、内部化理论的主要观点、理论贡献与不足？主要观点：中间产品市场上的不完全竞争，是导致企业内部化的根本原因。
这些中间产品，不只是半成品、原材料，更为重要的是专利、专用技术、商标、商誉、管理技能和市场信息等知识产品。
企业管理毕业论文题目优秀题目49个
企业管理毕业论文题目优秀题目49个随着社会发展和经济全球化的加深，企业管理作为一门重要的学科日益受到人们的关注。
随之而来的是对企业管理领域的研究和探讨也愈发广泛和深入。
为了帮助研究者更好地选择毕业论文题目，并切实解决实际问题，以下列举了49个优秀的企业管理毕业论文题目，供参考：1. 企业文化对员工绩效的影响研究2. 性别多样性与团队绩效的关系研究3. 跨国公司跨文化管理策略的比较研究4. 企业创新管理与竞争力的关系研究5. 领导者魅力对员工工作满意度的影响研究6. 企业社会责任与企业绩效的关系研究7. 新经济时代下企业创新管理的挑战与对策8. 职场多元化管理对员工创造力的影响研究9. 员工参与决策对组织绩效的影响研究10. 企业家精神对企业绩效的影响研究11. 全球化背景下的国际人力资源管理比较研究12. 跨文化团队合作中的沟通与冲突管理13. 知识管理对企业创新能力的影响研究14. 员工福利对工作满意度和员工忠诚度的影响研究15. 企业品牌形象对消费者购买决策的影响研究16. 管理者情绪智力对员工工作表现的影响研究17. 金融危机对企业战略调整和管理的影响研究18. 变革管理对组织绩效的影响研究19. 互联网时代下的电子商务管理策略研究20. 员工培训与绩效管理的关系研究21. 企业社会媒体管理与品牌营销的关系研究22. 流程再造对组织效能和效率的影响研究23. 组织变革中的变革管理与员工心理健康24. 创业公司人力资源管理的挑战与对策25. 高绩效团队的构建与管理策略26. 企业战略执行与绩效管理的关系研究27. 跨国公司人力资源管理在发展中国家的应用研究28. 扁平化组织结构对员工创新能力的影响研究29. 员工离职对企业绩效和创新能力的影响研究30. 绩效激励对员工工作动力和满意度的影响研究31. 绿色供应链管理对企业可持续发展的影响研究32. 激励制度对员工创业意愿的影响研究33. 组织文化对员工创新行为的影响研究34. 战略人力资源管理与企业创新的关系研究35. 企业家精神与组织绩效的关系研究36. 员工幸福感对组织绩效的影响研究37. 企业网络营销策略对品牌认知和忠诚度的影响研究38. 企业社会化媒体招聘对员工招聘质量的影响研究39. 绩效评估制度对员工创意行为的影响研究40. 商业模式创新对企业竞争优势的影响研究41. 职业发展对员工工作动力和留任意愿的影响研究42. 知识型团队的构建和知识共享管理策略43. 高绩效的人力资源管理实践探索与案例研究44. 知识管理与企业绩效的关系研究45. 企业文化对员工忠诚度和组织绩效的影响研究46. 多国家跨文化管理与人力资源管理比较研究47. 企业社会责任与员工工作满意度的关系研究48. 人力资源管理在创新型企业中的应用研究49. 高绩效人力资源管理制度评价与优化研究以上是49个优秀的企业管理毕业论文题目，从不同角度涉及了企业管理领域的各个方面。
跨国公司管理论文——跨国公司中国员工跨文化沟通挑战与应对策略（五篇范例）
跨国公司管理论文——跨国公司中国员工跨文化沟通挑战与应对策略（五篇范例）第一篇：跨国公司管理论文——跨国公司中国员工跨文化沟通挑战与应对策略跨国公司中国员工跨文化沟通挑战与应对策略在竞争激烈的21世纪舞台，伴随经济的全球化和区域经济的集团化的深化，各国企业经营的国际化已经成为不可逆转的时代潮流。
能否克服现代企业在实施跨国经营战略时由国际公众的文化差异所造成的相互沟通上的困难，实行有效的跨文化管理，是其能否取得跨国经营成功的关键。
现在的企业在全世界范围内利用资源，将其自身所拥有的优势与东道国的优势相结合，在从事跨国的生产经营活动的同时也跨越了文化。
如何解决其间存在的文化差异问题，提升自身竞争优势，协调员工关系，立足世界舞台是我们要认真探讨的。
在此范围内，中国与世界接轨的大背景下，中西文化的交汇之中，中外员工之间的交流成了每个中外跨国公司管理者，或这说每个在跨国公司工作的员工都需要认真学习的一门课程。
（一）、跨文化沟通挑战与问题。
文化让来自不同文化背景的人有着不同的需求和期望，增加了工作中意见的不明确性和复杂性，甚至会导致跨国企业管理中的混乱和冲突。
同时，文化差异使不同文化背景的员工对决策方案和管理制度的理解不同或执行程度不同，使决策活动变得难上加难。
文化模式的多样化决定了管理模式的多样性，多样的管理模式给跨国公司的管理人员与他国的合作者进行沟通与合作时带来很大的障碍。
良好的沟通决定着企业的管理质量、组织绩效和员工的士气。
忽视文化传统所塑造的不同民族的种族优越感、思维方式和感性认识，对文化符号的不同理解所造成的沟通误会，文化态度的差异等往往会导致文化冲突, 文化冲突又常常会导致怀恨心理、极度保守和非理性反映等不良后果。
在跨国公司中，跨文化沟通带来的管理障碍会影响到企业的发展。
第一，沟通障碍影响跨国公司的高层管理者与下级员工的和谐关系。
管理者和员工往往来自两种或多种文化环境，如果他们之间没有很好的文化交流和沟通，文化差异的负面影响将会发生作用，破坏管理者与员工之间的和谐关系。
国际企业管理论文选题
国际企业管理论文选题1. 引言在当今全球经济一体化的背景下，国际企业管理成为了一个重要的研究领域。
随着全球市场的扩张和影响力的增强，跨国公司越来越多地涉足国际商务领域。
在这个竞争激烈的环境中，有效的企业管理是确保企业在全球市场中取得成功的关键。
本论文旨在探讨国际企业管理的一些重要议题，通过深入研究来提供对国际企业管理的全面认识。
2. 国际企业文化管理国际企业文化管理是国际企业管理中的一个重要议题。
在全球化的商业环境中，国际企业需要适应和融入不同国家和地区的文化。
因此，国际企业文化管理的研究变得越来越重要。
本文将分析国际企业文化管理的挑战和机遇，并探讨如何有效管理跨文化团队，以提高国际企业的绩效。
3. 国际人力资源管理国际人力资源管理是国际企业管理中的另一个重要议题。
国际企业需要招聘、培训和留住全球范围内的高素质员工，以应对全球化竞争的挑战。
本文将讨论国际人力资源管理的策略，包括国际人才招聘、员工培训和跨国文化管理。
通过有效的国际人力资源管理，国际企业可以获得具有竞争力的优势。
4. 跨国公司的战略管理跨国公司的战略管理是国际企业管理中的一个关键议题。
在全球市场中，跨国公司需要制定有效的战略来应对不同的市场环境和竞争对手。
本文将讨论跨国公司在全球市场中制定战略的挑战和机遇，并提供一些成功的案例研究。
通过深入了解跨国公司的战略管理，我们可以更好地理解国际企业的运作方式。
5. 国际供应链管理国际供应链管理是国际企业管理中的一个重要议题。
随着国际贸易的增加，供应链变得越来越复杂。
跨国公司需要有效地管理全球范围内的供应链，以提供高质量的产品和服务。
本文将探讨国际供应链管理的挑战和最佳实践，并提供一些有效的策略和工具。
通过优化供应链，国际企业可以提高效率、降低成本并增强竞争力。
6. 结论本文系统地讨论了国际企业管理的一些关键议题，包括国际企业文化管理、国际人力资源管理、跨国公司的战略管理和国际供应链管理。
了解和应对这些议题对于国际企业在全球市场中取得成功至关重要。
跨国企业管理论文(全英文)
本科生期末论文Title: Zero Inventory Management-Its gradual steps from the world to ChinaStudent NameStudent No.MajorSupervisorDateZero Inventory Management：Its gradual steps from the world to ChinaAbstract:In 20th century, zero inventory management was originally developed and in widespread use in Japan. This management method applied in industries has great advantages of reducing inventory cost, improving the logistics efficiency, and increasing the production flexibility. Other developed countries, like US, noticed the significance of application of “zero inventory management” in domestic business administration. In consequence, a revolution of management administration took place among many corporations in developed countries, which results in the success of DELL, Wal-Mart and so on. Nowadays, the theory of “Zero Inventory Management” has ap pealed to great attention in China. How and on what conditions it can be well applied remains a focus on business administration in China.Key words:Zero inventory management enterprise supplier customer distributionContents1.Introduction (1)prehension of Zero Inventory Management and its actions oncorporations (1)2.1Definition (1)2.2Actions on corporations (3)3.Forms of Zero Inventory Management (4)3.1The bailment way (4)3.2Sub-way collaboration (5)3.3JIT (5)3.4The Wheeled mode (6)3.5The tap mode (6)3.6Reasonable distribution (7)4.Analysis of advantages and disadvantages (8)4.1Advantages (8)4.2Disadvantages (9)5.Case analysis (11)5.1DELL (11)5.2Haier (13)6.Conditions in implement of ZIM derived from cases above (14)parison of corporate environments domestically and internationally (15)8.Advices on how to apply ZIM to China corporations (16)9.Conclusion (18)10. Reference (20)1. IntroductionZero inventory management is a special concept of inventory. It is recently popular among China’s enterprises. But there are some misunderstandings in the comprehension of this concept. This paper will clarify it and discuss whether it will be well performed in China’s industries.prehension of Zero Inventory Management and its actions oncorporationsZero inventory management can date back to 60s in 20th century in Japan. At that time, Toyota Motor Corporation adopted a new mode of production, which was named pull manufacturing, in order to achieve zero inventories of raw materials and semi-manufactured goods. Eventually, Toyota not only reduced inventory by a large margin, but also improved the efficiency of relative management activities. From then on, new ways of zero inventory management were developed in other different production nodes, such as supplies, logistic distribution and delivery and goods marketing. Especially, with the rapid development of computer science and IT technology, zero inventory management has been applied to all kinds of enterprises and makes great contribution. For instance, Dell actualizes zero inventory of finished product by adopting direct-sales model; Wal-Mart uses advanced information technology (such as GPS, GIS, EOS and so on) and supply chain management mode to achieve zero inventory.In today’s Toyota, what you can see is the endless flow of production lines, but no warehouse. It’s no t hard to imagine, because its inventory volume approaches to zero. In our country’s business circles, in particular, some large and medium-sized enterprises are stepping up its launch to adopt zero inventory management and have achieved notable results. It is a goal for enterprises to control optimal inventory by as less human, material and financial resources as possible, which even has important impact on enterprises positions in competition.2.1DefinitionThe occurring of zero inventory can solve parts of the waste in the past inventory management. Inventory management is part of the four streams in business management system, which is to manage supply and demand relationship of production materials in order to strike a balance of them with possible minimum item inventory, as inventory consumes enterprise’s valuable liquid capital.Then what is zero inventory management?Zero inventory management is a special concept of inventory. It does not mean to desuetude reserves or have no reserves. The zero inventory management means materials (including raw materials, semi-finished and finished products, etc.) in the procurement, production, marketing, distribution and other aspects of one or more business nodes do not exist in warehouse storage, but in the state of turnover. It does not refer to real zero of warehousing storage of certain goods, but inventory control through the implementation of specific strategies to achieve the minimum of inventory. In other words, zero inventory does not have the regular inventory, which is a special supply mode adopted on the premise of sufficient material supplies in the society.The objective of zero inventory management is to reduce the use of social labor (mainly to reduce the amount of funds used) and improve the economic efficiency of logistics movements. If people treat zero inventory management merely as reduction of quantity of objects stored in the warehouse and neglect the change of other material elements, then it is difficult for zero inventory management to achieve the above purpose. Because with irrational inventory structure and distribution, even if some inventory of goods of enterprises tends to zero or equal to zero, but from the view of the whole society, as the exist of repeated storage facilities, there is no change in the amount of funds used in construction and maintenance of the warehouse. Therefore, inventory management should include the following two layers of senses: (1) the inventory of goods tends to zero or equal to zero; (2) storage facilities, inventory equipments and labor cost at the same time tends to zero or equals to zero. In fact, the latter one is the outward manifestation of the rational adjustment of social inventory structure and the centralization of social inventory.There are other aspects of the concept of zero inventory management.(1)It is a microcosmic concept, which is only suitable to individualistic operationalentity. For the existence of natural disasters or other incidents, it is impossible fora society or a country to achieve zero inventory management without anyreserved relief supplies.(2)It does not refer to all forms of inventories. Commercial inventories can bedivided into business stock, safety stock, seasonal stock, promotion stock and overstocked inventory. Zero inventory management focuses on business and overstocked inventory.2.2Actions on corporationsAs one of the key words to link manufacturing and logistics, zero inventory management has become the target for more and more enterprises to chase. What led to zero inventory management? In China, how many enterprises have truly achieved zero inventory management? Is it suitable or how is it suitable for China’s industries to adopt zero inventory management?As is mentioned above, lots of enterprises are eager to implement zero inventory management. So it is obvious that zero inventory management benefits enterprises a lot. What actions can zero inventory management bring on enterprises?Modern logistics is viewed as the third profit source, and zero inventory management is the effective way for resource optimization. With zero inventory management, enterprises will be able to reduce procedure of flow, improve logistics efficiency and create more commercial values. Zero inventory management will create the following values for the enterprises.(A) Reduce operating costs.The implementation of inventory management, due to downsizing inventory and minimized inventory levels, reduces the warehouse facilities and special ancillary equipment and management costs, thus reducing storage costs. Besides, with the strengthened relationship between enterprises and suppliers, the internal scale economies and the simplified procurement process, it makes lower the purchase price and the commission charge costs.(B) Improve the product quality.Inventory management enhances the management of quality and reduces rejected products. It not only improves the product profits, but also enhances product market competitiveness.(1)First, inventory management requires the enterprise not to have excess stock ,all employees to behave seriously in their respective positions on the quality control.(2)Second, zero inventory management requires suppliers to be able to supplyon schedule, with requested quality and quantity. So enterprises choose excellent and stable supplier.(3)Third, zero inventory management requires a high degree of consistency inall aspects. If any quality problem is discovered, it can be solved immediately, which reduces problems buried by inventory.(C) Improve the efficiency of funds used.Zero inventory management controls the inventory capital under minimum level, releasing large amount of usable funds. Enterprises can use this savings funds for other investments in order to obtain corresponding return.3.Forms of Zero Inventory Management3.1The bailment wayBy this way, users no longer set up its own warehouse, but entrust the goods to specialized logistics enterprises, enabling the actualization of zero inventory. Trustees accepts users’ commission, deposit goods whose ownership bel ongs to users, so that users no longer maintain inventory, or even no longer retain safety inventory, thus achieving zero inventory. Trustees receive a certain number of fees. The advantages for this form of zero inventory are,(A)First, specialized logistics enterprises can take advantage of their professionalknowledge and techniques to achieve a high level and low cost of inventory management.(B)Second, users no longer set inventory facilities and are lessened a large number ofaffairs in the warehouse and inventory.(C)Third, this not only helps enterprises focus on promotion of production,management and competitiveness, but also reduce inventory costs and improve inventory efficiency.However, this form of zero inventory management actually is achieved by inventory transfer. It will never reduce the amount of social inventories.3.2Sub-way collaborationSub-way collaboration is an industrial structure of manufacturing enterprises, which has one primary enterprise and many other supporting enterprises. This structure can make the inventory of the primary enterprise zero through flexible supply by supporting enterprises. At the same time the main enterprise's centralized sales inventory make certain subcontracting services and sales enterprise sales inventories become zero. In many developed countries, manufacturing enterprises are to form a pyramid-shaped structure based on a big primary enterprise and hundreds of or even thousands of small subcontracting enterprises. The primary enterprises are responsible for assembly and guidance of exploitation in product market, subcontracting enterprises subcontract their services, components manufacturing and outsourcing sales respectively. In practice, collaborative enterprises in subcontracting components production and supply generally base their production activities on the production speed and schedule of primary enterprise and can specify the time for delivery. For instance, components manufacturing enterprises can take various forms of production and inventory adjustment so as to ensure the primary enterprise production rate, delivery on schedule. For the guarantee of supply, the primary enterprises no longer need a separate level inventory, thus enabling its supply inventory to stay zero status. At the mean time, through quotas and random supply, the primary enterprises distribute their finished goods inventory to meet needs of various subcontractors of sales. By this way, the sales subcontractors have zero sales inventories.3.3JITJust in time (hereinafter referred to as JIT) is through the on-time rule of "at the right time, delivery the right goods to the right place" to achieve zero inventory. This requires good coordination among working positions and valid syntaxis between the supply and the production. Kanban is first adopted by Japan's Toyota and is a simple and effective way to achieve JIT production. Fixed-format cards are used for certificate among all working procedures and among enterprises. The latter working stage bases on its own rhythm, in inverse production flow direction, to decide the supply of the former working stage, so that different working procedures work consistently. As this way can ensure the supply of goods in synchronization with demand, therefore, the demand side of the enterprise naturally will not set a separate inventory. Some domestic enterprises have made better use of just-in-time to achieve zero inventory management, such as Haier. Enterprises under the traditional management purchase according to the production plan instead of the market, so they purchase for inventories. Haier implements information management and gets inventories together through the JIT. Haier has logistics centers around the whole country, enabling itself to achieve rapid delivery and JIT distribution.3.4The Wheeled modeWheeled mode is also called synchronous mode. Under the careful design of the production system, there is full coordination among each production position, thereby radically canceling even temporarily stagnant state between positions. This production mode is on the basis of the belt, which is extended to a large scale to include both production and material supply simultaneously. By this wheel transmitting system, zero inventory can be achieved. If JIT is largely based on "software", then the wheeled mode is based on "hardware".3.5The tap modeTap mode is a kind of zero inventory management without the need to maintain their own stocks, which is just like opening the faucet to connect the tap water. This is first adopted by Japan's Sony Corporation. With evolution over the time, this mode hasdeveloped into a JIT supply system. Users can announce requests at any time, adopting the rule of “need how much and purchase how much”. Suppliers undertake immediate and effective responsibility by their own inventories, allowing users to achieve zero inventories. Products whose production is suitable for this form of zero inventory management are mainly tools and standard components.3.6Reasonable distributionGenerally speaking, in the absence of buffer stock, production and distribution operations are more sensitive to the delivery time. Logistics and distribution to some extent affect the inventories of both production materials and the finished products. Therefore, through the establishment of a perfect logistics system with reasonable distribution methods, enterprises manufacture products under the order and delivery them to users in time. In the process goods in transit by the transportation and distribution process will reduce inventory. Enterprises can use a standard supply mode of operation and a reasonable distribution system in order to make goods in transit as storage, to achieve zero inventory management.(1) "Multi-batch, small batch" approach. Enterprises collect the needs of individual users, give an overall consideration and implement full vehicle transport. Increase the number of delivery and reduce the transport amount of every user and every batch, to improve transport efficiency. Distribution companies can also delivery goods directly to the workshop and production lines. So the manufacturer shows a zero inventory status.(2) Centralize inventories. By centralizing inventories, enterprises form advantage of economies of scale, so as to reduce unit production costs. Meanwhile, with the support of t he guaranteed distribution system, users’ inventories naturally become increasingly weakening.(3) "Instant delivery" and "on time delivery" approach. In order to meet customer specific requirements, enterprises adopt "immediate delivery" and "on time delivery" approach to delivery goods to the user. "Instant delivery" and "on time delivery" has features of flexible stable delivery time and big coefficient of supply elasticity.Therefore, for producers and operators, this way greatly reduces the inventory pressure and even helps enterprises cancel the stock to achieve zero inventory management.4.Analysis of advantages and disadvantages4.1AdvantagesIt is easy to generalize the advantages of zero inventory management. They are as follows:(1)Shorten the processing time from order receive to product delivery andimprove productivity.(2)Lower the rejection rate and reduce rework and warranty costs.(3)Lower inventory costs. Inventory costs mainly include storage costs andmanagement costs. Storage costs are the costs of storage facilities while management costs are mainly staff wages. With the implement of zero inventory management, the number of raw materials and purchased components put in inventory will be reduced, resulting in a much smaller scale of inventory, which of course will reduce inventory facilities and the number of management employee. So enterprises save related costs and increase profits.(4)Reduce the tie-up funds. When receiving orders, production enterprises needto purchase a large number of raw materials and parts, which take up much of the inventory and funds of enterprises. If enterprises can not effectively control the inventory, the tie-up funds will be enormous. Huge liquid capital will bring abouta heavy interest and risk burden. According to estimation, with zero inventorymanagement, enterprises can make an average reduction of 40%-85% of raw materials and purchased parts inventory, so as to reduce logistics costs and increase efficiency.(5)Accelerate the turnover rate of capital. With the development of modernlogistics, many companies treat inventory as the "root of all evil". For this reason, companies try to reduce inventory. Enterprises implement JIT purchase strategy, so that the liquidity of capital has been greatly enhanced.(6)Effectively avoid the risk of product backlog. Demand for the product isoften unpredictable. Once a product is in the event of poor sales, it will bring about product backlog, occupying large amounts of funds. By the implement of zero inventory management, it can reduce the risk of inventory backlog and give enterprises more liquid currency.(7)Improve management efficiency. Excess inventory often conceals a numberof problems in enterprises. For instance, the increase in inventory can be used to cover up the problem of quality management. Objective of zero inventory management is to reduce inventory, uncover management problems, and then solve those issues exposed in order to improve production systems. The concept of zero inventory management reflects the ideal idea of lean production.4.2DisadvantagesEvery coin has two sides. Lower inventory levels may affect customer service levels; improve customer service levels, it may require higher inventory levels, thus a corresponding increase in inventory costs. So, how to achieve the best balance between customer service and inventory costs is the real core problem to be solved in supply chain management. This is also the key point to impact whether zero inventory management can be well implemented. What’s more, the implement of zero inventory management is not decided by one or two aspects but by many factors constrained. Although zero inventory management has many evident benefits, it also has some vital disadvantages.(A) Once the supply chain is damaged, or enterprises can not in a very short time adjust production according to customer abrupt demand, the stability of production and operation will be affected, conducing to greater risks of running business. For instance, SARS in 2003 triggered the exceptional drugs demand, but the excessive zero inventory management led drugs out-of-stocks. In fact, in out-of-stocks this time, the losses were heavy for manufacturers, merchants, or hospitals. Because there is a logistics "discontinued cost". Drugs are different from other products, because timeliness is very strong. Once needs are formed, consumers do not want to wait forany moment. Therefore, different from general merchandise, cost caused by out-of-stocks of the drug actually often includes direct economic losses, loss of business reputation and image and even some certain degree of social impact. Therefore, in special period the cost of the hospital with zero inventory management can be very high.Second, in order to guarantee small batch of distribution frequently according to the contract, the supplier may require an additional fare, so enterprises lose the opportunity to gain a lower price from other suppliers.(B) The risk of information leakageWith the development of the network economy, a lot of "new economy" enterprises adopted the zero inventory management as a strong weapon to compete with the traditional business, claiming that online orders and JIT delivery can achieve zero inventory management, which will obtain a competitive advantage over other companies. Such operation mode of EDI eases the communication among enterprises, but it still has many restrictions in successfully implementing zero inventory management. Because even though you get orders, it is necessary for upstream suppliers to supply raw materials on time. So the network is a convenient way to position the information, but have no ability to make a real reduction in inventory. Even if we are completely prepared, and if there is a problem in the confidentiality of our information, when all the data are missing, the EDI system would lead a fatal blow to the enterprise.The information age brings enterprises great convenience, but security vulnerabilities increase due to information sharing and use of modern information platform and communication tools. If information loopholes cause problems in the transmission of EDI, then the enterprises will suffer great loss. When enterprises implement zero inventory management, it must analyze and compare the risks and benefits of implementation. Only there is little information risk can data be used for analysis and forecast and to form the zero inventory management.(C) Risks of the sluggish materialsAs a manufacturing enterprise, the signature of a contract requires it to prepareproduction materials, arrange production tasks and plan daily production in accordance with the requests of customers. If suddenly the customers ask to change a part, then the foregoing production of this part will become sluggish if it can not be used up within 60 days. So these parts become the unexpected inventory out of stock plan. If we ask for compensation from the customers, it is likely to be forever to lose the customer, so in some reason the manufacturer is not going to get angry easily with their God. The enterprises have to digest those redundant parts by other ways. However, within a certain period if all customers do not want to use these parts, they can only be disposed of to get some funds. There is another situation that customers ask to reduce orders when the goods have not been delivered. With the sudden reduction in order, we will have surplus production materials. Although we expect them to be used next time, they turned out to be inventory within a certain period.So the problem of zero inventory management is more than producer, it involves the entire supply chain. Observations and analysis of the entire supply chain are needed to ensure the full implementation of zero inventory management.(D)The quality riskIt there is any problem the business distribution process from purchase of raw materials to production, to delivery and eventually to consumers, the final product will lead to defects, eventually leading to customer complaints and the enterprise's declined reputation. For instance, we purchase raw materials under the required amount, but it is found that some raw materials are unqualified when they reach the production line. For this reason we can not finish the required number of products and meanwhile we also add a waste product inventory. There is the transport process which must ensure the safety of our products, if any problem happens in this section, it will cause great loss for the enterprise.5.Case analysis5.1DELLNowadays，every enterprise in computer industry take Dell as its model. The rapid development of Dell is a miracle in Business Administration in U.S. and is treated as amotivity to drive the development of computer industry. Within 20 years, Dell developed from zero to today’s admiring transnational corporation with 25 billion dollars of assets. It is the company that developed fastest in the world.The critical element to support the Dell’s rapid development is the direct-sales model and its efficient inventory management.Under direct-sales model, customers give orders directly to Dell by telephone, e-mail or network, with no intervene of wholesalers or retailers. In the 90s of 20 century, people doubted whether direct-sales model is suitable for computer industry. But the following facts proved the adventurous trial a great success. Dell sales volume increased by a large scale after it entered the Asian market, and to some extent, even replaced some major computer manufacturers in China. The direct-sales management contributes a lot to the Dell’s success. What benefits does this sales mode bring? (1)Skip middleman and save cost. Agents tend to raise the price when they areselling computers. Direct-sales model sell computers at mill price, which has the compet itive advantage in cost and save the customer’s money. This provides room for Dell to achieve tailor make for each customer.(2)Reduce product inventory to achieve zero inventory management. Direct-salesmodel requires Dell to assembly computers after orders are received. In other words, Dell put its computer production on the basis of orders. By this way, products need not be stored in different warehouses, but directly distributed to customers. Besides, the pulling production under direct-sales model can get parts from suppliers in time. So, there is little inventory for parts or finished-products in Dell. It saves the inventory cost. Computers update so rapidly that it becomes a burden for computer companies to have inventory.Another contribution point is the efficient and rapid production.In order to gain the advantage of direct-sales model, Dell adopted JIT into its production. It requires suppliers to store most of the parts in the warehouses nearest to the factory. To simplify the negotiation process with suppliers, Dell chooses as fewer suppliers as possible. Only suppliers that have the ability to supply under Dell’s requirement will be in consideration. Furthermore, Dell chooses suppliers nearest tothe factory to bear the responsibility of parts supply. Although this mode is easy to copy, but computer companies who want to adopt this new mode of sales and production, they have to handle the contradictory relationships with the former distributors.Efficient logistics distribution also creates large values.In Dell, inventory only exists for 5 days, but 30, 40 and even 90 days for other computer companies all around the world. In the logistics distribution, Dell keeps consanguineous and faithful relationship with 50 material suppliers. They communicate and negotiate every day online. Dell releases the up-to-date requirements of parts on the network in order to maintain transparence and to stimulate the competence between suppliers. Meanwhile, suppliers will report to Dell about its product development. Through information and network technology, Dell and its suppliers share information, know each other better and finally achieve JIT production with high collaborate level.5.2HaierHaier has created a miracle of Chinese manufacturing enterprises. With information management tools, Haier integrates global supply chain resources, respond quickly to market and finally earns great success.Haier put the originally dispersed functions of procurement, distribution of raw materials and finished products in integration and set up an independent specialized logistics company to deal with them.After the integration, Haier reduces 6% of procurement costs of raw materials on an annual basis. With the integration of storage, Haier built up two completely automated logistics centers, which not only reduces 200 thousand square meters of warehouse, but also brings about 90% reduction in inventory of sluggish materials and 63% reduction in inventory capital. With the integrated distribution, Haier now have 16000 trucks around China, which causes the transportation costs to reduce significantly.Combining the market chain model, Haier organizational structure and business processes are adjusted. The original of each division's financial, procurement and。
跨国公司绩效管理论文
跨国公司绩效管理论文跨国公司绩效管理论文一、跨国公司绩效管理面临的文化冲突问题消极影响增加管理的复杂性。
在跨国公司中，管理者面对的是来自不同国家、不同民族的员工。
他们有着不同的价值观、宗教信仰及行为准则等，有着不同的需要、期望和工作动机，因此在工作中为满足需要和期望必然具有不同的行为规范和行为表现，从而增加了工作中意义的不明确性和复杂性，增加了管理工作的复杂性和难度，甚至会导致跨国公司经营管理中的混乱和冲突。
降低企业的竞争力。
文化冲突在跨国公司中是客观存在的，如果管理者不能妥善处理好文化冲突问题，必然会导致跨国公司市场竞争力的下降。
二、解决跨国公司文化冲突的途径———文化融合（一）文化融合的动力机制企业经营的目标就是获得最大的绩效。
跨国公司作为一种特殊的企业其出现和发展的目标同样也是获得最大绩效。
但是跨国公司内部由于多元文化导致了文化冲突的出现。
而文化冲突对绩效管理的影响是具有两面性的，我们要在继承发展其积极影响的同时减少或摒除其消极的影响，这就要求公司内部文化要实现融合，文化融合是解决跨国公司文化冲突问题的有效途径。
总结起来本文研究的文化融合的动力机制是企业绩效。
（二）文化融合的过程跨国公司不仅涉及到不同的企业文化，而且还涉及到不同的民族文化，这在无形中增加了跨国公司内部文化融合的复杂度，因此有效的文化融合不是简单地用一方文化改造另一方文化，或强加给另一方，而是要在两种文化中间找到互相兼容的切入点。
通过切入点，不断强化两种文化在核心价值观和目标愿景层面上的融合性和在非核心层面上的.兼容性。
通过文化的接触阶段、文化冲突阶段、文化渗透阶段、文化融合阶段四个步骤，可以帮助更好的认识跨文化的影响，实现文化融合。
三、解决跨国公司文化冲突提升企业绩效的策略跨国公司内部的文化冲突严重影响企业绩效，文化融合使其得到有效的缓解，并为提升企业绩效创造了良好的文化氛围。
为了更有效的提升跨国公司的绩效，本文提出了文化认同、建设高绩效文化、实施本土化管理等具体措施。
课题论文：亚马逊跨国公司经营管理
73834 公司研究论文亚马逊跨国公司经营管理1 概述在经济全球化过程中，跨国公司充当了相当重要的角色，跨国公司的入驻，给本土的经济实体带来了巨大的冲击。
如何将跨国公司的经济竞争和冲击转化为企业自身的竞争优势，是每个企业领导者和管理者应该深入思考的一个话题，而研究跨国公司的经营和管理，无疑是解决这个问题的关键所在。
本文以亚马逊公司为例，详细研究跨国公司的经营管理策略。
2 亚马逊公司2.1 公司简介亚马逊公司（Amazon，简称亚马逊）成立于1995年，是美国最大的一家网络电子商务公司。
该公司经过二十年的发展已经由一家电子商务公司发展为一家拥有13个国家国外直接投资站点，注册用户达到2.6亿，产品销售涉及185个国家和地区的大型跨国公司。
公司产品也由初期的网络书籍销售业务逐渐扩展到音像、音乐、生活用品以及服饰等多个领域的销售业务。
亚马逊惊人的发展速度和发展规模足以证明该公司的经营战略是十分成功的，了解亚马逊经营战略的制定和实施，对于我国企业的发展具有重要指导意义。
2.2 核心产品亚马逊发展至今，其销售产品已经扩展到生活和学习的各个领域，但其经营的核心产品和服务主要是Amazon Kindle和AWS。
Amazon Kindle优势为省电、亮度低，方便阅读、显示效果好；而AWS的优势更是显而易见的，就以AWS的销售额来说，当前亚马逊的零售业务每年进账700亿美元，而AWS业务进账为300亿美元。
从长远角度看，AWS部门拥有着超越零售部门成为亚马逊核心业务的潜力。
2.3 跨国经营分析2.3.1 原因分析。
亚马逊跨国经营主要原因有两点：①亚马逊想开辟新的海外市场，增加产品的销量及规模，从而降低企业经营成本。
②亚马逊具有的电商网络平台、物流技术、管理水平都处于世界领先水平，这是企业在国外市场具有竞争力的主要原因，也是亚马逊开始跨国经营的主要目的。
2.3.2 经营方式。
亚马逊跨国经营的主要方式是对外直接投资（FDI），并且利用区位优势理论选择了13个具有经济优势、购买力旺盛、市场潜力巨大对外直接投资站点。
国际企业管理课程论文
国际企业管理课程论文论文题目：雀巢公司在中国的投资并购行为分析专业：14会计A班姓名：吴思远学号：20148312035跨国企业并购案例分析——雀巢在中国的投资并购行为分析摘要：以雀巢公司为分析研究对象，从雀巢的跨国行为总结出其成功点和启示。
并运用所学的理论对其进行深入的分析与论证，进而得出我们国家跨国公司所能学习的经验与教训。
下面我们就从雀巢跨国行为来具体分析。
关键词：雀巢；跨国公司；并购；理论；战略一、简介（一）创建1867年，瑞士的化学家享利内斯特尔先生。
用他研制的一种将牛奶与麦粉科学地混制而成的婴儿奶麦粉，成功地挽救了一位因母乳不足而营养不良的婴儿的生命，从此开创了雀巢公司的百年历程。
“雀巢公司的理念：关爱、安全、自然、营养。
作为全球最大的食品公司，雀巢秉承一贯的理念和原则，以人为本，以质量为重，为世界各国的消费者提供优质食品，带来美好生活。
（二）现状1、目前，雀巢公司年销售额达到477亿美元以上，其中的大约95%来自食品的销售，雀巢销售额的98%来自国外。
2、雀巢可谓是世界上最大的食品制造商，其规模之大已到了无法确切统计其产品种类和数量的程度。
它的产品范围非常广泛，包括：奶制品及营养品、保健营养产品、饮用水、烹调产品、谷物食品、咖啡、饮品、巧克力和糖果、冰激凌、宠物食品等。
3、雀巢在五大洲的60多个国家中共建有400多家工厂，所有产品的生产和销售由总部领导下的约200多个部门完成。
因此被称为“最国际化的跨国集团”。
二、雀巢在中国投资的原因（一）市场动因市场动因包括客户的统一需求，客户分布的全球化，拥有全球化的渠道可在不同国家市场间转换的企业营销管理资源。
1、中国的城市化和工业化所处的发展阶段还有巨大的发展潜力2、潜在的市场容量很大3、优良的地理位置4、中国有一个非常稳定的政治环境和社会环境（二）成本动因成本动因即追求规模经济，利用学习曲线效应和经验获得成本竞争优势，利用国与国之间的成本和技能优势，分散产品开发成本，获得高效低成本资源等。
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跨国公司期末考核论文题库
要求：请选择下列论文选题之一，论文字数3000——5000字，用A4纸打印，论文格式设计请参照学校教务处规定的毕业论文格式设计要求。
分数考核标准：原创性（30%）、论点论据充分明确（30%）、研究方法与数据准确性（20%）、结构清晰语言流畅（20%）
1.跨国公司本土化战略研究
2.跨国公司在华研发本地化------效应与对策研究
3.跨国公司全球化战略与本土化战略的比较研究
4.论跨国公司出口名牌战略——基于联想品牌出口战略研究
5.论中国跨国公司出口名牌战略
6.跨国公司在华并购战略解析及我国企业防范对策
7.跨国公司在华并购与反垄断问题研究
8.服务业跨国公司在华直接投资的现状及特点研究
9.跨国公司的进入模式选择研究
10.中国制造企业对外直接投资的动机与进入模式（请结合案例）
11.跨国公司非股权市场进入模式研究
12.吉利并购沃尔沃的投资策略研究
13.跨国公司知识转移对企业技术创新能力的影响
14.吉利集团国际化战略研究
15.联想集团国际化战略研究
16.服务业企业国际化战略研究
17.基于知识共享的跨国公司全球学习策略研究
18.中国企业海外直接投资的风险防范研究
19.资源获取型行业海外并购策略研究
20.中国对外直接投资的区位选择研究
21.信息化条件下企业国际化战略研究
22.跨国企业的战略性人力资源管理研究
23.天生国际化企业的形成与发展研究
24.中小企业国际化发展战略研究
25.区域经济一体化背景下的中国海外直接投资战略研究
26.跨国公司战略联盟研究
27.企业异质性条件下中国对外直接投资区位选择研究跨国公司战略演变与跨
国公司理论的发展
28.跨国公司社会责任研究
29.跨国公司内部贸易研究
30.制度环境因素对跨国公司区位选择的影响研究
31.中国对美国（欧盟、东盟）直接投资影响因素研究
32.跨国公司中中国员工面临的跨文化沟通挑战与应对策略
33.贸易与投资自由化对跨国公司区位选择的影响
34.跨国公司组织结构变革与发展趋势研究
35.跨国公司组织结构与战略的互动关系研究
36.某国跨国公司进入中国市场的策略研究
37.中韩跨国公司海外投资动机的比较研究
38.中国跨国公司进入某国市场的战略研究
40.中国海外直接投资与母国制度变迁
41.中国企业走出去战略绩效评价研究。