Primary research on sustainable development has suggested that Corporate Social Responsibility (CSR) activities can create a positive effect on employees and consumers. In order to improve CSR outcomes internally and externally, it is necessary to consider the ever-growing expectation of primary stakeholders in different business environment. This study explored the roles of young consumers and office employees in affecting CSR activities of Foreign-invested enterprises (FIEs) in China. Besides a large number of literature reviews, two surveys involved in this study to investigate in practice, the sentiments and expectation of Chinese young consumers and office employees towards FIEs’ CSR behavior in host country-China. To achieve this goal, theories on stakeholders, Maslow’s hierarchy needs and social responsible consumer behavior are main fundamental adopted. As a result, this study emphasized that as significant stakeholders, interest and expectation of young consumers and office employees positively affect FIEs’ sustainable business activities in China, and more importantly, survey in this study presented a clear view on their attitude and expectation on CSR activities of FIEs in China.

During the past planned economy in China, the local government established too many and too small-scale state-owned enterprises, and disregarded market faculty in order to be self-sufficiency. After carried out the market economy in China, those medium, small-scale state-owned enterprises would have faced harsh competition and test, and the scale economy in the market would be leading the industrial structure transforming of China in the future. The main purpose of this research is probing into the problems of the foreign-invested enterprises merger with the Chinese state-owned enterprises, because this research would like to know how the government of China to regulate those activities of the foreign-invested enterprises merger with the state-owned enterprises of China, and will help the foreign-invested enterprises to choose the most potential state-owned enterprises to merger with under the laws and decrees of China. After reformed and opened of China, and during joining the WTO, the main developed goal is how to attract more foreign investments, innovate state-owned enterprises, and fuse with the international market. Under insisting opening to the outside world, attracting more foreign investments tactics, China must adapt to the world tide, and encourage the state-owned enterprises and the multi-national corporations to work together, lead in advanced technologies, funds, managing and selling modes, and build R & D center to increase the international competitiveness of the state-owned enterprises by cross-border modes. However, the foreign-invested enterprises in order to contend for the Chinese market, will get the market share quickly by M & A mode, and this will cause the activities continuing expanding of the foreign-invested enterprises merger with the state-owned enterprises of China.

Au fur et à mesure de la croissance de l’économie chinoise, et de la progression de l’ouverture et de la réforme chinoise, la culture dans les entreprises à capitaux étrangers en Chine n’est plus homogène. Au contraire, de plus en plus d’employés présentant des divergences culturelles travaillent dans ces entreprises implantées sur le marché chinois. Leurs nationalités, langues, comportements et mentalités sont loin d’être identiques, provoquant inévitablement un clash socioculturel qui est beaucoup plus compliqué qu’avant à l’intérieur des entreprises à capitaux étrangers. D’où des problèmes qui entraînent une conséquence néfaste sur le développement de ces entreprises. En revanche, lorsque l’on parle de ce sujet, ce qui vient dans un premier temps à l’esprit, c’est souvent le choc culturel qui existe entre les Asiatiques et leurs collègues issus de l’Europe ou de l’Amérique du Nord, tout en négligeant qu'il existe également des différences culturelles entre les employés asiatiques eux-mêmes, parfois aussi grandes mais souvent beaucoup moins prises en considération aussi bien par les chercheurs scientifiques que par les professionnels. Les Asiatiques sont souvent considérés de manière très simplifiée par beaucoup de chercheurs des sciences sociales et humaines comme une seule catégorie culturelle dans laquelle les valeurs, façons de penser et comportements entre les peuples sont peu différents. Des termes très flous, comme la « culture orientale », ou la « culture asiatique », se trouvent facilement dans des travaux dans la comparaison culturelle. Malgré des raisons historiques et traditionnelles, comme l’influence forte du confucianisme, il existe quand même une diversité culturelle entre les peuples asiatiques. Et surtout la culture est évolutive et dynamique, ces peuples ne cessent de créer et développer leurs propres valeurs, façons de penser et comportements qui sont tous uniques et différents les uns des autres en fonction des circonstances intérieures et extérieures qui transforment les groupes sociaux. Afin de faire ressortir les différences culturelles entre les employés asiatiques au sein des entreprises à capitaux étrangers implantées sur le marché chinois, d’étudier et d’exploiter la transformation de cette diversité et ses représentations dans le travail, et pour essayer de trouver des perspectives permettant de fournir de l’inspiration et des résolutions par rapport aux problèmes originaires de cette divergence culturelle, nous avons choisi une méthodologie de recherche fondée sur des entretiens semi- directifs en profondeur avec des employés asiatiques de profils différents travaillant dans des entreprises à capitaux étrangers en Chine. Selon les résultats que nous avons obtenus au travers des entretiens, nous avons constaté que les différences culturelles existent non seulement entre les employés chinois et leurs voisins asiatiques, à savoir les employés coréens et japonais, mais également entre les employés chinois et les employés des diasporas chinoises, ainsi qu’entre les employés chinois eux-mêmes. Au travail, ces employés ont et manifestent des comportements et façons de penser divers par rapport à l’esprit collectiviste, à la hiérarchie et en face de l’incertitude. Pour conclure, une idée comme l’établissement d’une identité supranationale asiatique, autrement dit le cosmopolitisme asiatique, et les dangers à éviter, comme le nationalisme qui existe depuis longtemps en Asie, sont discutés dans la partie de conclusion. / With the growth of the Chinese economy, its opening-up and its reform, culture in the foreign-invested enterprises in China is no longer homogeneous. On the contrary, more and more culturally different people work together in these enterprises operating on the Chinese market. Their nationalities, languages, behaviors and attitudes are far from being identical, causing an inevitable socio-cultural clash which is much more complicated than before within these foreign-invested enterprises. Hence the emergence of problems that lead to adverse consequences for the development of these enterprises.On the other hand, when talking about this, what first comes to mind, is often the cultural clash between Asians and their colleagues from Europe or North America, neglecting, at the same time that there are also cultural differences between Asian employees themselves, which are sometimes equally marked but often much less taken into consideration both by scientific researchers and by professionals.Asians are often considered by many researchers in social sciences, in a very simplified way, as a single category in which cultural values, ways of thinking and behaviors between people are very similar. Some vague terms such as "Oriental culture", or "Asian culture", are easily found in cultural comparison researches. Despite historical and traditional reasons, such as the strong influence of Confucianism, there is still a cultural diversity among Asian people. What’s more, culture is evolving in a dynamic way and these Asian people continue to create and develop, depending on the circumstances that transform internal and external social groups, their own values, ways of thinking and behaviors which are unique and different from one another. To highlight the cultural differences between Asian employees in the foreign-invested enterprises established in the Chinese market, to explore the transformation of this diversity and its representations in the working field, and to try to find prospects allowing to provide inspiration and resolutions to the problems originating from this cultural divergence, we chose a research methodology based on thorough semi-structured interviews with different profiles of Asian employees working in different foreign-invested enterprises in China.According to the results we obtained through these interviews, we found that cultural differences exist not only between Chinese employees and their Asian neighbors, in other words the Korean and Japanese employees, but also between Chinese employees and overseas Chinese employees, and even among Chinese employees themselves. When they are working together, these employees have and show different behaviors and ways of thinking in the field of collectivist mind, hierarchy and when facing uncertainty.In our conclusion, we question the idea of setting up a supranational Asian identity, in other words an Asian cosmopolitanism, and we mention the dangers which have to be avoided, such as the nationalism that has been existing in Asia for a long time.