With the increasing trades between China and Canada, companies with different cultural backgrounds may encounter confusion and barrier in the transnational operation, especially at the first stage. In the case of Canada, two official languages and diverse cultures can easily confuse foreign companies. The confusion can be reflected in many facets, like cultural identity, human collaboration, and managerial communication. These problems mentioned illustrated cultural differences between Canada and China, and if not solved properly, they could lead to the failure of transnational business.
Mainly grounded in Chinese culture and American Culture, and referring to other types of culture, Hanloong aims to transfer cultural threatens into wilder perspectives and opportunities. After the transfer, the company can elevate the ability of adapting to various markets and cultural environments, thus can optimize the whole system and strengthen comparative advantages. Based on the deep understanding of practical problems in business within China and Canada, Hanloong has summarized the differences between cultures, and created a five-force model for cross-cultural management. This model focuses on five dimensions: developing strategy, organizational culture, human resource, brand marketing and managerial communication. From this model, an adaptive integrative frame can be built, thus the managerial barriers created by cultural elements can be minimized. Therefore, the company can strengthen competitive ability in transnational business and run smoothly in the future.
