Abstract
Up to the present, there has been some scientific researches on cross-cultural communication conflicts among
Chinese employees in Japanese companies located in China.These conflicts have been demonstrated. This study conducted research into cross-cultural communication conflicts targeting Chinese employees in Japanese companies. We formulated a hypothesis of conflict from previous research and verified whether this was also true in Japanese companies in China. This was done through a questionnaire as well as interviews with Chinese
employees. The results showed that Chinese employees at management level in lifetime employment or according to the seniority system still experienced conflict but that those at the job performance level such as those in
reporting, contacting and consultation, had adapted to other cultures. In conclusion, based on these circumstances, cross-cultural management for the creativity development of Chinese employees was advocated.
