ViewingtheDifferencesinChineseandAmericanCorporateCulturesfromAmericanFactory1Introduction1.1ResearchBackgroundWiththeaccelerationofglobalization,theoperationandmanagementofmultinationalenterprisesindifferentculturalcontextshasbecomeahotresearchtopic.Asoneofthelargesteconomiesintheworld,ChinaandtheUnitedStateshaveparticularlysignificantdifferencesintheircorporatecultures.Underthebackgroundofglobalization,enterprisesneedtohavecross-culturalmanagementabilitytoadapttothemarketenvironmentofdifferentcountriesandregions.ThecomparativestudyofChineseandAmericancorporateculturesprovidesvaluablereferencesforenterprisestohelpthemcultivateinternationaltalentsandenhancetheircross-culturalcommunicationskillsandleadership.Thiswillnotonlyhelpenterprisesachievebetterperformanceintheinternationalmarket,butalsolayasolidfoundationfortheirlong-termdevelopment.AmericanFactory,adocumentaryfilmco-directedbyStevenBognarandJuliaReichert,wasreleasedintheUnitedStatesin2019.ThefilmchroniclestheprocessofFuyaoGroup,aChineseglassmanufacturingcompany,openingafactoryinMoraine,Ohio,andshowstheintegrationandconflictbetweenChineseandAmericancompaniesinaclashofcultures.ThefilmrecordsaseriesofprocessesfromthepurchaseoftheabandonedfactoryofGeneralMotorstotherecruitmentoflocalemployees,trainingandproduction.ThefilmnotonlyshowsFuyaoGroup’sstrategiclayoutinthecontextofglobalization,butalsodelvesintothedifferencesbetweenChineseandAmericanworkersintermsofmanagementstyles,workattitudesandemployeerelations.Forexample,Chinesemanagementemphasizesefficiencyanddiscipline,whileAmericanemployeesaremoreconcernedwithpersonalfreedomandprotectionofrightsandinterests.Suchculturaldifferenceshaveledtoaseriesofconflictsandfrictions,buttheyhavealsopromotedmutualunderstandingandadaptation.AmericanFactoryisnotonlyadocumentaryfilmabouttheoverseasexpansionofChinesecompanies,butalsoamirrorreflectingthedeep-seateddifferencesincorporatemanagementandculturebetweenChinaandtheUnitedStates.Throughin-depthstudyofthisfilm,wecanbetterunderstandthebehavioralpatternsofenterprisesindifferentculturalcontexts,andprovidevaluablereferencesfortheculturaladaptationandmanagementofmultinationalenterprises.ThepurposeofthispaperistoexplorethedifferencesbetweenChineseandAmericancorporateculturesintermsofmanagementstyles,employeerelations,anddecision-makingmechanismsbyanalyzingthecasesinthedocumentaryfilmAmericanFactory,andtoanalysetheimpactofthesedifferencesoncorporateoperationsandemployeebehaviour.ThesignificanceofthisstudyistorevealthespecificmanifestationsofChineseandAmericancorporateculturesinactualoperationsandthereasonsbehindthembyanalyzingthespecificcaseofAmericanFactory.Inaddition,thestudywillexplorehowtheseculturaldifferencescanbeeffectivelymanagedandreconciledtopromoteinternalsynergyandexternalcompetitivenessofmultinationalenterprises.Thisisanimportantpracticalguideforenterprisesthatareundergoingorplanningtoundergointernationalization.“Thismakesfurthereffectivedevelopmentofcommunicationandcooperationbetweenourcountryandtheworldimpossible.”1.2ResearchPurposeTheresearchpurposeofthispaperistoanalysetheculturaldifferencesbetweenChineseandAmericanenterprisesasshowninthedocumentaryfilmAmericanFactory,andtoexploreindepththespecificperformanceofthetwocountries’enterprisesintermsofmanagementconcepts,employeerelations,workingstyles,etc.andthedeep-rootedreasonsbehindthem.Throughthisstudy,theimpactofculturaldifferencesontheoperationofmultinationalenterprisesisrevealedtohelpusbetterrecognizeculturaldifferencesandunderstandtheimportanceofcross-culturalresearch.1.3ResearchSignificanceByanalyzingthespecificcaseofAmericanFactory,thispaperrevealsthespecificperformanceofChineseandAmericancorporateculturesinactualoperationandthereasonsbehindit,whichisofgreatpracticalguidancesignificanceforenterprisesthatareundergoingorplanningtoundergointernationaldevelopment.Secondly,in-depthstudyofChineseandAmericancorporatecultureshasimportantpracticalsignificanceandlong-termvalue.MasteringthedifferencesbetweenChineseandAmericancorporateculturescanhelpustoshowourinternationalvisionandcross-culturalcommunicationabilityintheprocessofjobhunting,increasethecompetitivenessofemployment,improveourprofessionalskillsandcross-culturalcommunicationability,andhelpustoplayagreaterroleinthefutureinternationalarena.Atthesametime,bycomparingdifferentcultures,wecandevelopourabilitytothinkfrommultipleperspectivesandimproveourindividualcriticalandcreativethinking.1.4ThesisContentThispapermainlyconsistsofsixparts:thefirstpartistheintroduction,whichmainlydescribestheresearchbackground,researchsignificanceandresearchpurposeofthistopic;thesecondpartintroducesthecurrentstatusofresearchathomeandabroad,includingthedomesticresearchstatusandforeignresearchstatusofthetwoparts;thethirdpartmainlyintroducesthedocumentaryfilmAmericanFactory,includingthebackgroundofthedocumentaryfilm,themaincontentandsignificance;thefourthpartistoanalysethephenomenonandcausesofcorporateculturedifferencesbetweenChinaandtheUnitedStatesfromfiveaspects,namely,thedifferencebetweenhierarchicalstructureThefourthpartistoanalysethephenomenonandreasonsoftheculturaldifferencesbetweenChineseandAmericanenterprisesfromthedifferencesbetweenhierarchicalstructureandauthorityrelationship,thecontrastbetweenworkefficiencyandtimeconcept,theconflictbetweenteamworkandindividualism,thedifferencesbetweencommunicationstyleandworkattitude,andthedifferencesbetweenmasculinityandfemininity;thefifthpartfocusesontheimpactofthedifferencesbetweenChineseandAmericanenterpriseculturesonthemanagementofmultinationalenterprises;thesixthpartistomakesomesuggestionsfortheintegrationoftheculturesofChineseandAmericanenterprises;thelastpartistheconclusion,whichistheconclusionofthewholearticle.Thelastpartistheconclusion,whichisaprofoundsummaryofthekeycontentsofthewholepaperandpointsouttheshortcomingsofthisstudy.2IntroductiontoAmericanFactory2.1IntroductiontotheFilmAmericanFactoryisadocumentaryfilmco-directedbyStevenBognarandJuliaReichert,releasedintheUnitedStatesin2019.AmericanFactorytellsthestoryofChina’sFuyaoGlassGroup’sacquisitionofanabandonedGeneralMotorsplantinDayton,Ohio,USA,anditstransformationintoaglassmanufacturingplantinthewakeofthe2008financialcrisis.ThefilmrecordsthecollisionandintegrationofChineseandAmericancorporatecultures,managementphilosophies,andemployeevaluesduringFuyaoGlass’constructionoftheplantintheUnitedStates.Thefilmbeginsin2015,whenFuyaoGlassannounceditwouldinvestinaplantinDaytontocreatelocaljobs.ThenewsbroughthopetoworkerswhohadexperiencedunemploymentduetotheclosureoftheGMplant.Butastheplantoperates,culturaldifferencesbetweentheU.S.andChinaemerge.Chinesemanagersemphasizedefficiency,disciplineandlowcosts,whileAmericanworkersfocusedonindividualrights,jobsecurityandunionization.Theculturaldifferencesledtoaseriesofcontradictionsandconflicts,suchasworkintensity,pay,andsafetyissues.Americanworkersbegantoorganizeunionstofightforbetterworkingconditions.InthedocumentaryAmericanFactory,theunionstrikeisnotadirectlyshownepisode,butthestrugglearoundunionizationformsoneofthecentralconflictsofthefilm.AmericanworkershadexpectedFuyaotobringstableemploymentopportunities,butsoonrealizedthattheworkingconditions,pay(around$12perhour,wellbelowGM-erastandards)andmanagementstylewerevastlydifferentfromwhatwasexpectedinChinesefactories.Dissatisfiedwiththeintenselabour,safetyissuesandbenefits,someworkersbegantopushfortheformationofaunion,hopingtousetheUnitedAutoWorkers(UAW)tofightforbetterrights.However,Fuyaomanagementfirmlyresistedunionization,arguingthatitwouldreduceproductivityandincreasecosts.Theytookaseriesofmeasures,includinghiringanti-unionconsultingfirms,holdingemployeemeetingstopublicizethe“negativeimpact”ofunions,andevenbeingaccusedofpressuringanddividingworkers.In2017,thefactoryheldasecretvoteonwhethertoformaunion,ultimatelyrejectingunionizationby865votesagainstand444for.Manyworkersvotedagainstitforfearoflosingtheirjobsorbeingpersuadedbymanagement.“Throughthisevent,thedeepconflictbetweencapitalandlabourinthecontextofglobalizationisrevealed:Chinesecompaniesfocusonefficiencyandcostcontrol,whereasAmericanworkersareinsistentondefendingtheirrightsandworkingconditions.”Theendofthefilmalsosuggeststhat,regardlessoftheexistenceofunions,theadvanceofautomatedtechnologymayeventuallyreplacehumanlabour,complicatingtheeffortsofthelabourmovementinthelongrun.AlthoughFuyao’sU.S.plantwasdeclaredprofitablein2022,employeeturnoverremainshighandsomeworkersseelimitedimprovementinworkingconditions.ThisnotonlyreflectsthecultureclashinUS-Chinaeconomiccooperation,butalsorevealstheongoingtensionbetweenlabourrightsandcorporateprofitsintheglobalindustrialchain.2.2InfluenceandSignificanceAmericanFactoryreceivedwideacclaimandwontheBestDocumentaryAwardatthe92ndAcademyAwards.Thefilmisregardedasatrue,objectiveandprofounddocumentary,whichtrulyrecordstheprocessofculturalcollisionandintegrationbetweenChinaandtheUnitedStatesinthecontextofglobalization,andtriggerspeopletothinkaboutglobalization,corporateculture,workers’rightsandinterestsandotherissues.AmericanFactoryreceivedwideacclaimandwontheBestDocumentaryAwardatthe92ndAcademyAwards.Thefilmisregardedasatruthful,objectiveandprofounddocumentary,whichtrulyrecordstheprocessofculturalcollisionandintegrationbetweenChinaandtheUnitedStatesinthecontextofglobalization,andtriggerspeopletothinkaboutglobalization,corporateculture,workers’rightsandinterestsandotherissues.TheexperienceofFuyaoGlassinbuildingafactoryintheU.S.inAmericanFactorycontrastssharplywithHaier’sacquisitionofGEAppliances,showingtwodifferentmodesofoverseasexpansionofChineseenterprisesandtheirresults.FuyaoGlasschoosestotakeovertheUSfactorydirectlyandimplementsChinese-stylemanagement,emphasizingefficiencyandcostcontrol,whileignoringthelocallabourcultureandbecomingembroiledinfierceunionconflicts.Althoughunionizationwaseventuallypreventedthroughlegalmeans,employeesatisfactionhasremainedlowforalongtime,andthecompanyhasbeenfinedseveraltimesforworkplacesafetyissues,reflectingthecostofa“hardlanding”styleofexpansion.Incontrast,Haier’sacquisitionofGEAppliancesin2016adoptedaverydifferentstrategy,retainingtheoriginalmanagementteamandoperatingsystem,acceptingtheexistingunionagreement,andsendingonlyasmallnumberofChinesepersonneltocoordinatethestrategy,whichisa“l(fā)ightintervention”modelthateffectivelyavoidsculturalconflict.Thecoredifferencebetweenthetwocasesliesinthebalancebetweenlocalizationandcontrol.FuyaotriedtoreplicatetheChinesefactorymodelinitsentiretyintheU.S.,requiringworkerstoadapttoChinesestandardsofworkintensityandmanagement,butunderestimatingtheimportanceofprotectingtherightsandinterestsofU.S.workers.Haier,ontheotherhand,focusesmoreonbrandvalueandaccesstomarketchannels,andreducesshocksbymaintainingtheoriginaloperatingsystemofGEAppliances.Thisdifferenceisdirectlyreflectedinemployeerelations:GEAppliancesworkersdidnotlaunchlarge-scaleprotestsoverthetakeover,whiletheFuyaofactoryexperiencedsustainedconfrontation.Onadeeperlevel,Haierchosetoacquireanestablishedbrandratherthanbuilditsownfactories,avoidingtheproblemofculturalintegrationfromscratch;Fuyao,ontheotherhand,hadtofacethetoughestlabour-relationsrestructuringofamultinationalmanufacturingoperation.Fromtheresults,bothmodelshavetheirownadvantagesanddisadvantages.Fuyaohasachieveditsgoaloflocalizingproductioncapacitydespitetheupsanddowns,layingthefoundationforsubsequentprofitability;HaierhasquicklyintegratedintotheNorthAmericanmarketbyretainingGE’soriginalstructure,butmayfacethechallengeofinnovationintegrationinthelongterm.Together,thesetwocasesrevealakeypropositionintheglobalizationofChinesecompanies:thetrade-offbetweenthepursuitofefficiencyandculturaladaptation.Fuyao’scasesuggeststhatanexpansionmodelthatreliessolelyoncostadvantagesmaybeethicallydubiousindevelopedmarkets,whileHaier’sapproachsuggeststhatacquiringlocalresourcesthroughcapitaloperationsmaybeasmootherpathtointernationalization.AsChinesecompanies’overseasinvestmentsbecomemorediversified,theexperiencesofthesetwomodelswillcontinuetoprovideimportantreferencesforsubsequententerprises.AmericanFactoryisnotonlyanexcellentdocumentary,butalsoaworkofprofoundsocialsignificance.Asoneoftheorganizations,enterprisesarenoexception,nomatterChineseorWestern.Butinreality,eventoreturntothistraditionalandsimplecognition,sometimesseemdifficult,peopleareofteninterests,positions,socialgroups,culturalbiasandsoon,kidnapped,tearingtheconsensus(Li,2020:26).AndAmericanFactoryprovidesuswithawindowtoobservetheculturaldifferencesbetweenChinaandtheUnitedStates,aswellasavaluablecasestudyforustothinkaboutculturalconflictandintegrationinthecontextofglobalization.AlthoughFuyao’sAmericanfactoryisanindependentevent,itiscloselyrelatedtotheoveralleconomicsituationandrelationshipbetweenChinaandtheUnitedStates,theculturalenvironment,theenterprisemanagementmode,aswellasthecurrenthumanresourcesenvironmentofthemanufacturingenterprisesintheUnitedStates(Hong,2020).ThefilmshowsthechallengesandopportunitiesbroughtbyculturaldifferencesthroughtherealrecordoftheinteractionbetweenChineseandAmericanemployeesintheirworkandlife,whichhelpstopromotemutualunderstandingandrespectbetweenthetwocountries;italsorevealsthesocialresponsibilitiesthatmultinationalenterprisesshouldundertakeintheprocessofglobalization,suchasrespectingthelocalculture,safeguardingtherightsandinterestsoftheemployees,andpromotingthedevelopmentofthecommunity,etc.Inaddition,thefilmremindsusthatglobalizationisnotonlyaboutthelocalculture,butalsotherightsandinterestsoftheemployees,andpromotingthedevelopmentofthecommunity.Inaddition,thefilmremindsusthatglobalizationisnotonlyeconomicintegration,butalsoculturalexchangeandcollision.Onlybyrespectingculturaldifferencesandpromotingculturalintegrationcanthehealthydevelopmentofglobalizationbeachieved.AmericanFactoryisadocumentaryfilmworthwatchingandthinkingaboutagainandagain.ItnotonlyrecordstheprocessofculturalcollisionandintegrationbetweenChinaandtheUnitedStates,butalsoprovidesvaluableinsightsforustothinkaboutglobalization,corporateculture,workers’rightsandinterests.Itisbelievedthatthisfilmwillcontinuetostimulatepeople’sthoughtsanddiscussionsforalongtimetocome.3LiteratureReview3.1ForeignResearchStatusForeignscholarshavewidelyadoptedHofstede'stheoryofculturaldimensionsasananalyticalframeworkforstudyingtheculturaldifferencesbetweenChineseandAmericancompanies,andthistheoryprovidesapowerfultoolforunderstandingtheculturalcharacteristicsofdifferentcountriesandregionsindepth.Hofstede(1980)inCulture’sConsequences:InternationalDifferencesinWork-RelatedValues.exploredbehavioralandvaluedifferencesbetweenculturesonthebasisofthefamouscross-nationalstudyofHofstede’sculturaldimensionsandthefour-quadrantmodel,includingthecomparisonbetweenChineseandAmericancultures,andprovideddataandanalysisonleadershipstyles,decision-makingstyles,andsocialrelationships.Thedataandanalysesareprovidedonleadershipstyle,decision-makingstyle,socialrelationshipandsoon.Meanwhile,foreignscholarsalsohavesomeresearchoncross-culturalintegration,forexample,Adler,N.J.(2008)inInternationalDimensionsofOrganizationalBehaviorproposesaculturaladaptationstrategythroughthecasestudyofDisney’slocalizationinShanghai.Inaddition,intheeraofbigdata,Americanscholarshavealsomadesignificantprogressoncorporateculturechangeinthedigitalera,andscholarMcKinsey(2023)hasproposedtheimpactofnewtechnologiessuchastelecommutingandartificialintelligenceontheculturaldifferencesbetweenChineseandAmericanenterprises.Intermsofsustainabledevelopment,foreignscholarsalsohavetheirowninsights,andKpmg(2022)hasproposedaculturaladaptationstrategyinthearticleESGReportingPractices:USvsChinaemphasizesthatUScompaniesfocusonshareholders’interests(e.g.Tesla’scarbondisclosure),whileChinesecompaniesemphasizesocialresponsibility(e.g.Tencents’CommonWealth).Asatypicalcase,AmericanFactoryprovidesrichresearchmaterialsforforeignscholars.Throughin-depthanalysesofthedocumentary,theyhaverevealedthespecificmanifestationsofthedifferencesbetweenChineseandAmericancorporateculturesinpracticeandtheirimpactonbusinessoperations.WhenexploringtheculturaldifferencesbetweenChineseandAmericanenterprises,foreignstudiesarenotonlynotlimitedtothefieldofmanagement,butalsointroducetheperspectivesandmethodsofsociology,psychology,anthropologyandotherdisciplines,e.g.:Deloitte(2021).TheGlobalMillennialSurvey2021usedsociologyandpsychologytostudythenewgenerationinChinaandtheUnitedStates,andfoundthattheAmericanGenerationZprefersacorporateculturewithhighdegreesoffreedom,whiletheChineseGenerationZaccepts“996”butrequiresaclearpromotionpath.ThisinterdisciplinaryapproachhelpstounderstandandexplaintherootcausesandimpactsofcorporateculturedifferencesbetweentheUSandChinainamorecomprehensiveway.3.2StateofDomesticResearchFirstofall,domesticscholarsgenerallyagreethattherearesignificantdifferencesbetweenChineseandAmericancorporatecultures,whicharemainlyreflectedinthesixdimensionsofpowerdistance,individualismvs.collectivism,uncertaintyavoidance,long-termvs.short-termorientation,masculinityvs.femininity,andself-indulgencevs.constraint.Forexample,intermsofindividualismversuscollectivism,LiZhijun(2022),inastudyonthedifferencesinworkvaluesbetweenChineseandAmericanMillennials.Throughthequestionnairesurvey,itisfoundthatChineseyoungemployeesstillattachimportancetostability,whiletheUnitedStatespaysmoreattentiontopersonalgrowth.Inaddition,withtheimplementationofthestrategyof“goingout”ofChineseenterprises,moreandmoredomesticscholarshavebeguntopayattentiontotheimportanceofcross-culturalmanagement.ChenXiaoping(2016)systematicallycomparesthecoredifferencesbetweenChineseandAmericancorporateculturesinherbookCross-CulturalManagement,emphasizingtheconflictbetweenChinese“relationshipnetworks”andAmerican“contractualspirit”.Chinesescholarsemphasizethatunderstandingandrespectingtheculturalcontextofthetargetmarketisthekeytosuccessfulcross-borderoperations.Forexample,WangXiaou(2020),inhisarticle:Cross-culturalManagementofChineseOverseasEnterprisesthroughtheAmericanFactory,suggeststhatenterprisesneedtolearnhowtodeployresourcesglobally,haveaninternationalperspective,givefullplaytotheirownstrengthsincross-borderco-operation,andmakeuseoftheirownstrengthsbyadaptingtheiroperationstolocalconditionsandseekingcommongroundwhilereservingdifferences.Inaddition,domesticresearchfocusesmoreonprovidingspecificculturalintegrationprogrammersforenterprises,suchastheoverseaspromotionstrategyofHaier’s“human-single-integration”model,whichhasstrongoperationalguidance.ZhaoShuming(2017)analyzedtheculturalintegrationstrategiesofHuaweiandLenovointheinternationalizationprocessinhisbookInternationalHumanResourceManagement.Itprovidesareferenceforthemanagementofmultinationalenterprises.Ingeneral,forthestudyofChineseandAmericancorporateculture,domesticscholarsarecommittedtoservingtheinternationalizationpracticeofenterprises,whileforeignscholarspaymoreattentiontotheoreticalinnovationandmethodologicalrigour.WiththeincreasingglobalinfluenceofChineseenterprises,futureresearchneedsmoreintegrationoftwo-wayperspectives,notonlytodeeplyanalyseChinesemanagementwisdom,butalsotoavoidthetendencyofculturalexistentialism,andtoredefinethetheoreticalparadigmofcross-culturalmanagementinthedynamicinteraction.4DifferencesbetweenChineseandAmericanCorporateCulturesinAmericanFactory4.1ManifestationsofDifferencesReflectedinAmericanFactory4.1.1DifferencebetweenHierarchicalStructureandAuthorityRelationshipAmericanFactoryisadocumentarythatvividlyillustratesthesignificantdifferencesinhierarchicalstructuresandauthorityrelationshipsbetweenChineseandAmericancorporatecultures,whichpermeateeveryaspectoffactoryoperationsandareimportantfactorsincultureclashes.Chinesecorporatecultureemphasizeshierarchyandcollectivism,whereasAmericancorporatecultureisrootedinindividualismandequality,withafocusonflatmanagementandemployeeengagement.ChinaFuyaoGlasshasaclearmanagementhierarchyandhighlycentralizeddecision-makingpower.Managersareaccustomedtotop-downcommandbasedmanagement,emphasizingobedienceandexecution.TakingthefactoryashomeandcentralizedandunifiedmanagementisthemanagementcharacteristicofFuyaoandalsothemanagementcharacteristicofChineseenterprises.Inthedocumentary,youcanseethatFuyaoworkersfollowandobeythearrangementsoftheunit.Eventocompletethefactorywork,someofthemcanonlygobacktotheirhometownonceeverysixmonths.Theyknowthatonlythroughunityandcooperationcanenterprisesreducemanagementcosts,improveefficiency,andensureeveryone’swages(Wang,Cao,2020:187).Chineseemployeesgenerallyrespectauthorityandobeysuperiors'arrangements,andeveniftheyhavedifferentopinions,theyrarelyexpressthempublicly.InChinesecorporateculture,interpersonalrelationshipsandfacecultureplayimportantroles.Therefore,employeestendtomaintainharmonyandavoiddirectconflicts.Forexample,inthefilm,CaoDewangarrangedformiddle-levelAmericanemployeestovisittheheadquartersofFuyaoGrouplocatedinFuqingCity,FujianProvince,China.Inthenameoftraining,letthemlearnsomeexperienceandbringitback.Afterthevisit,theAmericanemployeescouldn'tbelieveit-beforeentering,theyheardtheChinesesupervisorcommandingtheemployeestosingthesongoftheenterprisecollectively;Beforetheofficialstartofworkinthemorning,theworkerslineduptoreporttheirnumbersandreceivedtrainingfromtheclassmonitor;WitnessingthehandspeedofChineseworkersontheassemblylineof7000piecesperday;Semimilitarizedpreshiftmeetingswithstrongdiscipline(Jiang,2019:103);AndChinesemanagersemphasizedinthemeetingtheimportanceof“obeyingorders”and“executingthemproperly”,anddemandedthatAmericanemployeesadapttoChineseworkmethods.WhenAmericanworkersquestionedovertimeandsafetyissues,Chinesemanagersshoweddispleasureandattemptedtosolvetheproblemthroughpressure.Indailywork,Chineseemployeestendtocommunicatemoresubtlyandtrytoavoiddirectlycriticizingordenyingothers.Incontrast,U.S.companiestendtoreducethenumberofmanagementlevels,givingemployeesmoreautonomyandtheopportunitytoparticipateindecision-making.Employeesareusedtocommunicatingonanequalfootinganddaretoexpresstheiropinionsandideas,eveninthefaceofsuperiors.ReflectstheAmericancorporateculturemoreemphasisonindividualism,employeesattachimportancetotheirownvaluesandrights,andactivelystrivefortheirowninterests.Inthefilm,AmericanworkersactivelyparticipateinthemanagementoftheAmericanFactoryandmaketheirowndemandsonworkingconditionsandpay.TheydaretoquestionthedecisionsofChinesemanagersanddefendtheirrightsbyorganizingtradeunions.Intheirdailywork,Americanworkerscommunicatedirectlyandfranklywitheachotherandareusedtoexpressingtheirdifferentopinionsopenly.4.1.2TheContrastbetweenWorkEfficiencyandTimeConceptThedocumentaryAmericanFactorynotonlyshowsthedifferencesbetweenChineseandAmericancorporateculturesintermsofhierarchicalstructuresandauthorityrelationships,butalsodemonstratesthesignificantdifferencesbetweenthetwocountriesintermsofworkefficiencyandconceptsoftime.Chinesecorporateculture,heavilyinfluencedbytraditionalConfucianismandmodernindustrialization,emphasizesefficientexecutionandquickcompletionoftasks,whileAmericancorporateculturefocusesmoreonwork-lifebalanceandemphasizesplanningandstandardizationofprocesses.Duetotheinfluenceoftraditionalhierarchicalsystem,alargepowerdistancebetweensuperiorandsubordinateisformedinChineseenterprises,whichismanifestedinthestricthierarchicalorderofmanagersintheenterprises,