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3933 
5414本研究以中国跨国公司派驻德国、日本、墨西哥三国四地的外派经理为样本，通过案例研究构建跨文化“三环学习”理论模型，能够较好地说明“有效的”外派经理并不仅仅“适应”文化差异，克服文化障碍可能引起的“负向偏差”；而且能利用文化差异创造新的行动方案，促进组织新的“协商文化”形成。本研究显示：外派经理在“单环学习”中，通过工具性学习，在管理实践和行为层面进行调整，以适应新情境下的文化。在“双环学习”中，通过变革性学习，变革和调整了自己部分信念和价值观，形成更贴近当下情境的解释框架。在“三环学习”中，与跨文化工作伙伴通过对话学习，认识到被彼此视为理所当然的潜在基本假设是根植于特定的和“有偏的”社会文化系统，并在对话中将其进行意义解构和意义重组，涌现出新的行动方案，成为“协商文化”的微观基础。跨文化“三环学习”培育和发展了外派经理的全球领导力，从个人的文化适应逐渐走向促进组织的文化协商。
不仅是“入乡随俗”：外派经理的跨文化“三环学习”
摘要
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刘畅唱, 贾良定, 杨椅伊. 不仅是“入乡随俗”：外派经理的跨文化“三环学习”[J]. 外国经济与管理, 2020, 42(3): 74-91.
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