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Abstract: With the globalization of economy in modern society, 代写人力资源管理英文论文transnational business has become a necessary way for enterprises to integrate into this environment. The success of multinational corporations mainly relies on capabilities of IHRM, moreover, cultural diversity is an important issue when managing transnational business. With the rapid development of China, Chinese companies gradually went into the overseas market, therefore, they are faced with more and more problems caused by cultural diversity. When entrepreneurs with Chinese cultural background started a business in Hungary, the inevitable cultural diversity would exist, which often leads to culture conflict, therefore, in multinational operations, when enterprises implement international management, they have to confront both opportunities and challenges. Only by fully understanding cultural diversity, establishing common values, taking reasonable international culture management strategies, integrating different cultural habits and customs between the parent company and the host, getting effective communication among different cultures and forming a superior and unique corporate culture system, a multinational enterprise can become more successful. This paper discussed how Chinese companies located in Hungary manage Chinese and Hungarian HR from a cultural diversity perspective. Through reviewing the relative literature of IHRM and cultural diversity, using suitable research methods to get the first-hand resource and analyzing the primary data, the objective will be fully achieved. The objectives of this paper are: 1. To identify typical cultural differences between Chinese and Hungarian people; 2. To seek feasible methods minimizing the conflict between Chinese and Hungarian culture; 3. To check if localization is the only way to solve the problems; 4. To study the approaches of Chinese companies towards IHRM (such as training); 5. To prove that dealing with the international dimension and managing diversity effectively will lead to more profits.

Key words: IHRM; cultural diversity; profitability
CHAPTER ⅠINTRODUCTION
1.1 Background
At present, with the gradually accelerating process of economic globalization in the world, trade barriers between countries are disappearing; moreover, transnational business and international trade have become the tendency of this modern time. On the basis of the trend, more and more domestic enterprises exploit sales or production in overseas market. According to statistics, there are more than 6000 Chinese foreign-invested enterprises around more than 160 countries and regions in the world (Li Tinghua, 2007). That is to say, China has become the largest country of foreign investment in developing countries. In 2007, the pace of becoming listed companies overseas for firms from Chinese mainland speeded up significantly: almost every month there were couple Chinese companies going public. Private enterprises of Chinese mainland, especially small and medium enterprises (SMEs) are also increasing strongly abroad. Transnational development takes very good growing prospects and opportunities to Chinese enterprises, while this unprecedented power and speed are changing the external environment of enterprises. Chinese enterprises are also faced with enormous challenges: complex multi-cultural envi本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。