CROSS-CULTURAL CONFLICT ON ORGANIZATIONAL PERFORMANCE IN THE INTERNATIONAL MANAGEMENT OF CONSTRUCTION COMPANIES

This article focuses on the issue of cross-cultural management in the internationalization strategy of Chinese construction companies, especially in the Kazakhstan market. Through an exploratory approach, an in-depth case study of Pacific engineering & construction company limited (PECC), a Chinese construction company in Kazakhstan, this research provides rich insights into cross-cultural management in internationalization strategy. Based on data from 51 questionnaires, this article analyzes the impact of cross-cultural conflict on organizational performance in the internationalization management of construction companies. The results of the study show that the relationship between cross-cultural conflict and organizational performance is not a simple linear relationship, but an «inverted U-shaped» relationship. Both too high and too low cross-cultural conflict are detrimental to organizational performance, but appropriate cross-cultural conflict is conducive to organizational performance. This study contributes to the limited literature on internationalization of Chinese construction companies. At the same time, it provides a reference for the internationalization of other small and medium-sized enterprises in Kazakhstan. Key words: Cross-cultural conflict; Organizational performance; International management; Enterprise internationalization; Construction company.