Chinese Enterprises Going Global: Optimising Human Resource Management in a Cross-Cultural Context

Abstract

Against the backdrop of deepening globalisation and the accelerated international expansion of Chinese enterprises, cross-cultural conflict has become a key factor constraining the effectiveness of overseas human resource management and affecting the stable operation of organisations. Drawing upon international human resource management theory and Hofstede’s cultural dimensions theory, this paper systematically analyses, through literature review, comparative case studies and empirical evidence, the practical challenges faced by Chinese enterprises expanding overseas, including management conflicts, talent attrition, inadequate system adaptation, shortages of international talent and inefficient cross-border collaboration. It reveals the underlying mechanisms through which cultural differences influence human resource management practices. The research finds that the headquarter-centralised and expatriate models demonstrate short-term efficiency in culturally similar markets, but are prone to triggering conflicts in markets characterised by low power distance and high individualism; the localised empowerment and cultural integration models are better suited to diverse environments. Accordingly, this paper proposes optimisation pathways across five dimensions, communication mechanisms, talent management, institutional adaptation, talent reserves, and team collaboration, to provide theoretical references and practical insights for Chinese enterprises to enhance their cross-cultural management capabilities, mitigate overseas operational risks, and achieve sustainable global development.