| 摘要: |
| 海外政治经济环境多变、文化宗教氛围较复杂,跨国石油公司在开展海外业务时,容易出现员工归属感/稳定感不强、企业文化虚化/弱化等现象,进而导致员工责任感不高、离职率高等问题,严重影响海外企业正常经营。因此,跨国石油公司的企业文化建设非常重要而且有意义。结合中国石油海外员工的调查数据,以及当前我国跨国石油公司在海外文化建设方面存在的主要问题,我国的跨国石油公司应借鉴埃克森美孚、壳牌等先进企业文化建设的经验,创新企业制度文化、加强企业文化宣贯、提升跨文化管理水平、优化职业生涯规划、完善薪酬激励体系、健全沟通反馈渠道,以良好的企业文化增强员工凝聚力,提高经营效益,增加企业价值。 |
| 关键词: 跨国石油公司 跨文化管理 企业文化建设 国际化 |
| DOI：10.13216/j.cnki.upcjess.2019.02.0002 |
| 分类号:F416.22;F270 |
| 基金项目:中国石油天然气集团有限公司软科学研究项目(中油研20170212) |
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| Problems and Countermeasures of Overseas Enterprise Cultural Construction of Multinational Petroleum Corporations |
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LI Shufeng1, XU Qidong2, MENG Qingbing3
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(1.Strategic Development Center, PetroChina International Exploration & Development Company, Beijing 100034, China;2.Yunnan Oil Marketing Company, PetroChina Company Limited, Kunming, Yunnan 650228, China;3.International Exploration Department, CNPC Bureau of Geophysical Prospecting, Zhuozhou, Hebei 072751, China)
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| Abstract: |
| For the variability of the overseas political and economic environment and the complexity of the cultures and religions, multinational petroleum corporations are prone to the phenomenon of low employee belonging/stableness and corporate culture blurring/weakening when conducting overseas business. These phenomena have led to problems such as low employee responsibility and high turnover rate, which will seriously affect the normal operation of overseas corporations.Therefore, the corporate culture construction of multinational oil companies is very important and meaningful. Based on the survey data of CNODC overseas employees, this paper analyzes the main problems existing in the overseas enterprise cultural construction of China 's multinational petroleum companies, and selects the case of advanced corporate culture construction such as ExxonMobil, Royal Dutch /Shell Group of Companies.On this basis, this paper proposes that multinational petroleum corporations should innovate enterprise culture, broaden communication feedback channels, enhance cross cultural management level, optimize career planning and improve salary incentive system, and enhance employee cohesion, improve operational efficiency, increase corporate value through a good corporate culture. |
| Key words: multinational petroleum corporations cross cultural management enterprise cultural construction internationalization |
