RESEARCH ON CROSS-CULTURAL MANAGEMENT AND CONFLICT OF CHINA POWER COMPANY S IN THAILAND

Abstract

With the fast growth of the global economy, international exchanges and collaboration have grown increasingly close, prompting many enterprises from many nations to engage in transnational activities. Faced with a new kind of global economic integration, many Chinese businesses are quietly venturing abroad and actively competing in international markets in order to expand their development opportunities. Thailand has long been a vital development partner for China. Chinese firms, on the other hand, will face several challenges in Thailand. Changes in the international operating environment are the most pressing issue for businesses. People in various nations live in diverse surroundings and have developed distinct personalities and cultures. As a result, when a company conducts a worldwide operation, it becomes a manager in terms of engaging with local individuals and departments in a variety of social activities. One of the most critical concerns that must be thoroughly examined and handled. Furthermore, global operations of diverse firms will require the cooperation of two parties or several companies, each of which must deal with different cultures and workers, resulting in numerous inconvenient situations. Although transnational operations and management have become more common as time has passed, with the increasing fierceness of competition in the international environment and enterprises engaged in transnational business activities, transnational cultural management remains one of the major challenges that enterprises face in their operations. How may cultural differences be overcome? It is a critical issue that must be addressed in multinational operations if acceptable cross-cultural management is to be implemented efficiently. As a result, the adoption of cross-cultural management research for Chinese and Thai businesses is crucial. This article begins with a review of relevant studies on cross-cultural management theory, which includes themes like culture and management, cross-cultural management, and conflict. The author interviewed S company project managers and employees in Thailand, highlighting the company's performance in cultural conflicts such as language and communication conflicts, ideological conflicts, conflicts in employee treatment, conflicts in decision-making, and conflicts in religious and taboo conflicts. Then, to determine the causes of cross-cultural disputes, a detailed comparative examination of cultural differences between China and Thailand is conducted. Finally, it went through the issues with S businesses' cross-cultural management in Thailand, offered solutions for resolving cultural differences, and addressed strategic recommendations for Chinese firms in Thailand's cross-cultural management.