Cross-cultural management is often regarded as a discipline of international management focusing on cultural encounters between the organization and the nation-state, and providing tools to tackle cultural difl＇erences seen as sources of conflict, friction or misunderstanding. Based on Greet Hofstede＇ s Cultural Model, this paper attempts to shed some light on effective corporation management through cultural analysis of the difl＇erences between China and western countries. The paper puts more emphasis on the impact of cultural compatibility on effective corporation man- agement through the case study of China, Japan, Germany and America. The author argues that managers and employ- ees involved in companies with diverse cultural backgrounds should be integrated and developed into a specific local context through interlocking their cultural identifications and the organizational practices.
