职业培训赋能海外中资企业本土化的机制探析 ——基于扎根理论的质性研究

Abstract

In the localization of overseas Chinese enterprises, firms often encounter challenges including employee difficulty in cultural integration, low management coordination efficiency, and obstacles in transferring technical knowledge. Although vocational training is widely regarded as a key instrument for enhancing human capital and fostering organizational integration, its underlying mechanisms in promoting localization remain insufficiently understood. Guided by grounded theory, this study examines how vocational training facilitates the localization of Chinese enterprises abroad. Drawing on in-depth interviews with three representative firms operating in Vietnam, Pakistan, and Tanzania, qualitative data were analyzed to develop a process model premised on the dual integration of organizations and individuals through vocational training. The model identifies five interacting dimensions—training content, organizational arrangements, cultural elements, personnel development, and performance outcomes—through which localization is advanced. Four mechanisms underpin this process: (1) stratified knowledge transmission and adaptation, enabling the effective transfer of both explicit and tacit knowledge; (2) organizational empowerment and structural support, with matrixed and flattened designs facilitating knowledge flows; (3) cross-cultural adjustment and value integration, which bridge cultural differences and cultivate organizational identification; and (4) a multi-level, closed-loop evaluation and feedback mechanism driving continuous improvement and innovation at both individual and organizational levels. The findings reveal that vocational training serves not merely as a vehicle for skill acquisition but a multidimensional integration process that strengthens cultural identification, builds mutual trust, and promotes joint development between employees and organizations, ultimately serving as a crucial bridge linking global corporate strategy with local practice. In addition, this study situates the integration process within the broader Asian socio-cultural context, noting that regional features like high-context communication, hierarchical relationships, and relational orientations significantly shape knowledge transmission and organizational integration. Incorporating this lens deepens the understanding of how Chinese enterprises adjust their localization practices across diverse Asian cultural settings and provides comparative insights for cross-cultural management in other Asian economies.