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ic cross-cultural conflicts, the model of cross-culturalintegration is constructed. The thesis first makes a review on Nancy’s modes andstrategies of cross-cultural conflict management, based on which it refers to Zhao’scross-cultural integration model and Allen’s steps to achieve cross-cultural integration.The approach to cultural integration is thus outlined. Only by taking this step, can thethesis continue its comprehensive and scientific analysis on the stated questions, andengage in the causes of culture conflicts, approaches, and solutions to cross-culturalconflict management. Hence, the thesis proposes corresponding suggestions.

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CHAPTER TWOLITERATURE REVIEW

2.1 Concepts clarification

This section first reviews the two concepts involved in this thesis-- “Cross-culturalconflict” and Cross-cultural conflict”, and then.

2.1.1 Cross-cultural conflict

The interpretation of cross-cultural conflicts is not separated from the theoreticalframework of cultural differences. Hofstede’s (2010) cultural dimensions theory is aframework for cultural differences. The culture framework model divides culture intosix fundamental factors: power distance, individualism and collectivism, masculinityand femininity, uncertainty avoidance, long-term orientation and short-termorientation, indulgence and restraint. The framework can help managers understand the local culture. Business environment involves external environment and internalenvironment. Triantis (1995) put forward the concept of cultural syndrome, which iscomposed of cultural tightness, cultural complexity, cultural active-passive, honor,collectivism, and vertical and horizontal relationship, etc. Leung and Bond (2002)proposed the model of social axiom and classified it into five aspects: social cynicism,social complexity, reward for application, religiosity, and fate control. Penelope &Stephen (2005) held that cultural conflict refers to cultural frictions caused byopposing culture or cultural factors in different forms in the form of violentconfrontation when cultural differences are not reasonably controlled or managed.Shing (2001) defined cultural conflict as the state of collision and clash due todifferences in the nature, characteristics, function of different cultures.

This thesis regards cultural conflict as the process of cultural friction andinteractive behavior caused by cultural differences in the form of violent confrontation(including psychological or behavioral confrontation) in the communication ofcultures or cultural elements in different forms. Interactive behavior is a process ofmutual communication between two or more individuals in an enterprise’smulticultural environment, which facilitates the workflow or interpersonalrelationships. During the internationalization, there exist different cultures andcultural conflicts ensue. While conflict cannot be eliminated, it can be alleviated tosome extent.

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2.2 Relevant researches on cross-cultural management

The concept of cross-cultural conflict management put forward by Hofstede in 1980has been well recognized: cross-cultural conflict management is a comparison of thedifferences in the cultures of two or more countries, and a comparison of thed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。