Since the 1980s, the trend towards global economic integration has become increasinglyevident, and since the Chinese government began implementing the "One Belt, One Road"project in 2019, China has signed a large number of international engineering, consulting andlabor contracts in 180 countries and regions. This increases the risk of internal and externalculture clashes in international contracting companies and complicates theinternationalization management of SOEs. This paper focuses on the relationship betweencross-cultural conflict management and the performance of Chinese international contractingcompanies. It presents the types of cross-cultural conflict management used by internationalcontracting companies in China; the extent to which recruitment and selection affects theorganizational performance of Chinese international contracting companies; the extent towhich training and development affects the organizational performance of Chineseinternational contracting companies; the extent to which employee engagement affects theorganizational performance of Chinese international engineering contracting firms fourresearch questions, using both qualitative and quantitative research methods, a conflict causeanalysis framework for conflicts in international engineering contracting firms in cross-cultural operations, with particular attention to the direct impact of recruitment andselection, training and development, and employee participation on the non-financialorganizational performance of Chinese international engineering contracting firms, andconflict management in international engineering contracting firms Solutions are explained interms of feasibility.
Since the 1980s, the trend towards global economic integration has become increasinglyevident, and since the Chinese government began implementing the "One Belt, One Road"project in 2019, China has signed a large number of international engineering, consulting andlabor contracts in 180 countries and regions. This increases the risk of internal and externalculture clashes in international contracting companies and complicates theinternationalization management of SOEs. This paper focuses on the relationship betweencross-cultural conflict management and the performance of Chinese international contractingcompanies. It presents the types of cross-cultural conflict management used by internationalcontracting companies in China; the extent to which recruitment and selection affects theorganizational performance of Chinese international contracting companies; the extent towhich training and development affects the organizational performance of Chineseinternational contracting companies; the extent to which employee engagement affects theorganizational performance of Chinese international engineering contracting firms fourresearch questions, using both qualitative and quantitative research methods, a conflict causeanalysis framework for conflicts in international engineering contracting firms in cross-cultural operations, with particular attention to the direct impact of recruitment andselection, training and development, and employee participation on the non-financialorganizational performance of Chinese international engineering contracting firms, andconflict management in international engineering contracting firms Solutions are explained interms of feasibility.