Cross-cultural Conflict Management in International Engineering Contracting Firms Performance

Abstract

Since the 1980s, the trend towards global economic integration has become increasingly evident, 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 and labor contracts in 180 countries and regions. This increases the risk of internal and external culture clashes in international contracting companies and complicates the internationalization management of SOEs. This paper focuses on the relationship between cross-cultural conflict management and the performance of Chinese international contracting companies. It presents the types of cross-cultural conflict management used by international contracting companies in China; the extent to which recruitment and selection affects the organizational performance of Chinese international contracting companies; the extent to which training and development affects the organizational performance of Chinese international contracting companies; the extent to which employee engagement affects the organizational performance of Chinese international engineering contracting firms four research questions, using both qualitative and quantitative research methods, a conflict cause analysis framework for conflicts in international engineering contracting firms in crosscultural operations, with particular attention to the direct impact of recruitment and selection, training and development, and employee participation on the non-financial organizational performance of Chinese international engineering contracting firms, and conflict management in international engineering contracting firms Solutions are explained in terms of feasibility.