Cross-cultural conflict management in Poland subsidiaries of Huawei Technologies Co., Ltd.

Under the impetus of the “Belt and Road” initiative, “going global” has become the primary driving force for Chinese enterprises to explore emerging markets and expand international business. As Chinese companies actively integrate into the global industrial and supply chains, the fusion of different ideologies and cultural backgrounds within organizations has promoted the emergence and development of innovative methods, innovative thinking, and solutions. However, against the backdrop of globalization, multinational corporations face increasingly severe challenges in cross-cultural integration in both internal and external operations. Due to the need for companies to simultaneously meet the needs of employees from different cultural backgrounds and comply with the legal systems and social customs of host countries, multinational corporations inevitably encounter more complex and profound cross cultural conflict issues in the process of global expansion. Addressing these issues requires companies to adopt more flexible and diversified management strategies and measures. This study aims to comprehensively review the relevant content of cultural conflict and cross-cultural management, with the Hofstede cultural dimension theory and Kluckhohn and Strodtbeck value orientation theory (1961) as theoretical foundations, to conduct in-depth analysis of cross-cultural conflicts. Using Huawei Technologies Co., Ltd. as a case study, the study first elaborates on the current situation of its operations and management in Poland, as well as its cross-cultural management situation. Through interviews with personnel from China and Poland, rich information and data on cross-cultural management aspects were collected to obtain first-hand materials. Based on these survey results, a series of improvement measures were proposed to address the weaknesses and deficiencies in cross cultural conflict management at Huawei Technologies Co., Ltd. To more effectively implement these improvement plans, corresponding safeguard measures were also proposed. This study hopes that through the case study of Huawei Technologies Co., Ltd.’s subsidiary in Poland and the proposed solutions, the cross-cultural management capabilities of enterprises can be enhanced, the overall management efficiency of companies can be improved, and it can also provide some useful reference for other Chinese enterprises in conducting cross-border business, especially in dealing with multicultural team management, and provide feasible countermeasures and suggestions to help Chinese enterprises better achieve their goals in cross-border business management.