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透过跨文化视角,探索中美两国高管团队(TMT)冲突对产品创新的影响。首先通过对冲突类型和产品创新阶段分解,发现认知冲突有利于产品创新萌芽阶段,但易转变为情感冲突,因此不利于实现阶段。基于此结论,再从霍夫斯泰德文化维度、文化思想和企业模式3个角度对比中美文化特点,发现中国文化抑制团队冲突,不利产品创新萌芽阶段,有利于产品创新实现阶段;美国文化鼓励团队冲突,有利于产品创新萌芽阶段,不利于产品创新实现阶段。
From a cross-cultural perspective, explore the impact of TMT conflicts on product innovation in China and the United States. First, by disaggregating the type of conflict and the stage of product innovation, it is found that cognitive conflict is conducive to the embryonic stage of product innovation, but it is easy to change into an emotional conflict, which is not conducive to the realization stage. Based on this conclusion, comparing the cultural characteristics of China and the United States from the perspectives of Hofstede’s cultural dimension, cultural thought and business model, it finds that the Chinese culture inhibits team conflict and unfavorable product innovation in the embryonic stage, which is conducive to the stage of product innovation. American culture Encourage team conflict, is conducive to the embryonic stage of product innovation, is not conducive to product innovation to achieve stage.