Abstract
The influence of organizational learning on the performance of enterprises has always beena hot issue in the academic and practical fields. The implementation of the strategy of "the belt and road" in China has more and more enterprises investing and starting businesses in Southeast Asia. However, the enterprises face the disadvantages of technology, market, culture and other outsiders, especially the cultural differences when they invest and start businesses in other coutry. For emerging economies such as China, enterprises are inexperienced in cross-border investment, lack of adaptability in the face of complex overseas environment, and have a weak ability to resolve cross-cultural conflicts. Therefore, it is crucial for multinational enterprises to successfully solve some problems arising from cultural conflicts in cross-cultural operations. A lot of scholars have done a lot of research on the relationship between organizational learning and corporate performance, but few scholars have done research on the cross-border investment of Chinese enterprises in Cambodia. At the same time, they have not studied how organizational learning affects corporate performance in cross-cultural context. What is the intermediate mechanism? These problems need further solution.In order to answer the above questions, this paper will focus on the relationship between organizational learning, organizational commitment, cross-cultural management competence and corporate performance. Firstly, based on the case study and theoretical deduction, this paper puts forward a model of the relationship between organizational learning, organizational commitment, cross-cultural management competence and corporate performance, and clarifies the mechanism of the impact of organizational learning on corporate performance. Secondly, this paper will further test the mechanism of the impact of organizational learning on corporate performance and the moderating effect of cross-cultural management capability through a large sample empirical method. Finally, this paper summarizes the results of case studies and empirical studies, and puts forward relevant suggestions in the process of cross-cultural management. Through the analysis of the above steps, the main conclusions of this paper are as follows: (1) organizational learning has a positive impact on enterprise performance; (2) organizational learning affects enterprise performance through the mediation of emotional commitment; (3) the promotion of cross-cultural management ability only plays a positive role in the mediation of emotional commitment. It only affects the relationship between organizational learning and enterprise performance. Therefore, the results of this study can provide good theoretical thinking and suggestions for Chinese enterprises to invest in Southeast Asia. In the process of cross-cultural management, enterprises should not only understand foreign laws and regulations, customs and habits, but also actively enhance the organizational learning ability of enterprises, thereby enhancing the emotional commitment of employees, which make workers like to work in enterprises and have feelings for enterprises.
| Date of Award | 8 Apr 2019 |
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| Original language | Chinese (Traditional) |
| Awarding Institution |
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| Supervisor | Mingping Yanni YAN (Supervisor) & Kai Yao (External Supervisor) |
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