The first is to be changed by others - following the cultural strategy; the second is to change people - to innovate the cultural strategy, that is, from passive adaptation to active change. Of course

The first is to be changed by others - following the cultural strategy; the second is to change people - to innovate the cultural strategy, that is, from passive adaptation to active change. Of course, the more friendly strategy is definitely the first one. The result is that the company's transnational operations become "localized operations" in the host country. In this process, the most important link is the learning process, that is, the learning of the host country's culture. Therefore, following the culture strategy is also called a learning strategy. For the cross-border operations of Chinese enterprises, their strength is far from comparable to that of large Western companies. Learning strategies is undoubtedly a friendly and efficient way. The main contents of cross-cultural training include cultural understanding, sensitivity training, language learning, cross-cultural communication and conflict handling, regional environment simulation, etc. This can reduce the cultural conflicts that overseas managers may encounter, allowing them to quickly adapt to the local environment and play an effective role; maintain good interpersonal relationships within the company and ensure effective communication; achieve local employees' understanding and recognition of the company's business philosophy, etc. . (2) Identify cultural differences and develop cultural identity. According to the American anthropologist Edward Hall, culture can be divided into three categories: formal norms, informal norms and technical norms. Formal norms are people's basic values, standards for judging right and wrong, and they can resist coercive forces from the outside that attempt to change them. Therefore the friction caused by formal norms is often not easy to change. Informal norms are people's living habits and customs, etc., and the cultural friction caused by them can be overcome through longer-term cultural exchanges. Technical specifications can be obtained through people's learning of technical knowledge and can be easily changed. It can be seen that the degree and type of cultural differences and cultural friction caused by different normative cultures are different. Only by first identifying cultural differences can targeted measures be taken. Developing cultural identity requires managers of multinational operations to develop cross-cultural communication and cross-cultural understanding skills and techniques, which can be reflected in both cross-cultural communication and cross-cultural understanding. The targets of cross-border operations of Chinese enterprises are mainly in developing countries and third world countries. Managers in cross-border operations must pay more attention to the cultivation of the above-mentioned cross-cultural management skills and skills. (3) Establishing a management communication mechanism for cross-cultural enterprises The so-called cross-cultural communication refers to the behavioral process of expressing thoughts, transmitting information, exchanging feelings, and forming interactions between two people or groups with different cultural backgrounds. The essence of cross-cultural communication is mutual respect and understanding. The meaning of respect is to have a positive attitude toward cultural differences. Establishing multi-level, institutionalized, formal and informal communication forms is the basis for ensuring smooth flow of information and effective communication. It is also one of the keys to ensuring the success of multinational enterprise management. At the same time, only through continuous communication can understanding and trust be generated, and The result is cultural integration and innovation. (4) Establishing a common management concept and corporate culture. Through the identification of cultural differences and sensitivity training, company employees have improved their ability to identify and adapt to culture. On the basis of the understanding of cultural independence, the company's unique business philosophy and strong corporate culture are established according to the requirements of the environment and the needs of the company's strategy. At the same time, through the subtle induction of culture, the individual and the collective move in rhythm, just like a group of people dancing to music without colliding with each other. This continuously reduces cultural friction, enables each employee to integrate his thoughts and behaviors with the company's business operations and purposes, establishes a good reputation in the international market, and enhances the cultural change capabilities of international enterprises. For Chinese companies that carry out transnational operations, they must build an "alloy" corporate culture in the investment destination countries and strengthen cross-cultural participation. Cross-cultural participation is an important way to achieve cross-cultural communication and understanding. The cross-cultural participation of international enterprises refers to achieving cross-cultural harmony through the intersection of cultures and a management model with host country characteristics, gradually establishing the management culture of multinational companies, and gradually establishing a corporate culture with company values ??as the core.