This study aims to undertake a thorough comparison analysis, diving into the complexities and consequences of cultural diversity management in Indonesian and Chinese multinational firms. This study aims to provide an in-depth exploration of the diverse strategies employed, challenges encountered, and viable solutions implemented by multinational corporations in both countries as they grapple with the complexities of cultural diversity. By examining the various approaches and outcomes, this research aims to provide significant insights for global multinational corporations, serving as a substantive reference based on a sophisticated comparative analysis. The primary goals include gaining a thorough grasp of cultural diversity management strategies, identifying common issues, and developing practical solutions applicable in a variety of global contexts. The technique includes a thorough assessment of the literature in addition to an in-depth investigation into the business practices of multinational corporations in China and Indonesia. The research’s conclusions have the potential to make a significant contribution to the scholarly conversation about cultural diversity management as well as offer practical advice for multinational firms attempting to negotiate the complexities of many cultural contexts.
Cite this paper
Putri, F. M. (2024). A Comparative Analysis of Indonesia and China on Managing Cultural Diversity in Multinational Corporations. Open Access Library Journal, 11, e1326. doi: http://dx.doi.org/10.4236/oalib.1111326.
Li, Y.Q. (2012) Discussing the Cross-Cultural Management of Multinational Companies from the Perspective of Cultural Dimensions. Cooperative Economy and Technology, No. 20, 2.
Ren, P. (2012) Cross-Cultural Team Management under Strategic Transformation—Taking the Indonesian Branch of Company G as an Example. Ph.D. Thesis, Central University of Finance and Economics, Beijing.
Xu, J. and Han, X.M. (2016) Brand National Strategy and Enhancing the International Influence of Chinese Culture—Analysis Based on Indonesia’s “Chinese Cultural Impression Survey”. Diplomacy Review: Journal of China Foreign Affairs University, No. 3, 28.
Hao, Q. (2008) Analysis of Cross-Cultural Management of Chinese Multinational Companies. Small and Medium-Sized Enterprise Management and Technology, No. 2, 16-17.
Zhang, H.L. and Pan, X.D. (2011) Research on the Construction of Effectiveness Index System for Cross-Cultural Management of Expatriates of Chinese Multinational Corporations—Taking Yunnan Province as an Example of Expatriates to Southeast Asian Countries. Exploration of Economic Issues, No. 8, 8.
Shao, Q.Y., Qian, Z. and Han, W. (2023) Application of Traditional Chinese Medicine “Harmony” Cultural Concepts in Patient Management. Journal of Traditional Chinese Medicine Management, No. 17, 31.
Pang, L. (2015) Research on Cross-Cultural Human Resource Management of Multinational Companies in My Country. Ph.D. Thesis, Xihua University, Chengdu.
Zhang, D. (2012) Research on the Selection of Cross-Cultural Management Models in Chinese Enterprises’ Transnational Operations. Ph.D. Thesis, Henan University, Kaifeng.
Veronika, T. (2019) Research on Cross-Cultural Management of Carrefour Company in Bali, Indonesia. Ph.D. Thesis, East China Jiaotong University, Nanchang.
