Chapter 1 Introduction
1.1 The Problem and Its Background
1.2 Objectives of the Study
1.3 Significance of the Study
1.3.1 For the Management of Fuyao Group
1.3.2 For the Workforce of FGA and Fuyao Group
1.3.3 For Dayton Authorities and Other Local Governments of America
1.3.4 For Other Chinese Multinational Enterprises
1.3.5 For Investors or Companies which Intend to Expand Their Business to China
1.3.6 For Researchers Who are Interested in Chinese Culture
1.3.7 For Scholars Interested in Cross-Cultural Study
1.3.8 For Researchers Who are Engaged in Cross-Cultural Management (CCM)
1.4 Review of Related Literature
1.4.1 Culture
1.4.2 Culture Distance
1.4.3 Conflict, Workplace Conflict and Cultural Conflict
1.4.4 Conflict Management and Conflict Management Strategies
1.4.5 Cross-Cultural Management (CCM)
1.4.6 Cross-Cultural Management (CCM) Models
1.4.7 Cross-Cultural Conflict Management Strategies
1.4.8 Study on the Cross-Cultural Conflict of FGA
1.4.9 Lived Experience
1.5 Frameworks
1.5.1 Theoretical Framework
1.5.2 Conceptual Framework
1.6 Statement of the Problem
1.7 Definition of Terms
1.7.1 Conflict
1.7.2 Cross-Cultural Conflict
1.7.3 Cross-Cultural Management (CCM)
1.7.4 Culture
1.7.5 Culture Distance
1.7.6 Fuyao Glass America Inc. (FGA)
1.7.7 Fuyao Glass Industry Group Co., Ltd. (Fuyao Group)
1.7.8 Globalization
1.7.9 Hofstede's Cultural Dimensions
1.7.10 Lived Experience
1.7.11 Thomas and Kilmann's Conflict Model
1.8 Scope and Delimitation of the Study
Chapter 2 Methodology
2.1 Study Design
2.2 Participants and Sampling Procedures
2.3 Instrument of the Study
2.4 Data Gathering Procedure
2.5 Data Analysis
2.5.1 Get Familiarized with the Primary Data
2.5.2 Divide the Data into Meaning Units
2.5.3 Formulate Codes
2.5.4 Develop Categories
2.5.5 Develop Themes