尼泊尔深处高山之中，民族众多，宗教成分复杂，种姓制度根深蒂固，其国家文化难以被国外人所理解，因此由于文化差异造成的误解和冲突屡见不鲜。中尼之间的文化差异也为赴尼经营和贸易的中国企业带来了一定的企业或项目管理困难。Z公司从2008年开始就和当地合作公司一起为尼泊尔电信提供设备及服务。但经历了多年的合作，Z公司与尼泊尔电信的业务一直未有增长，甚至在项目交付与日常维护过程中阻力重重，并且反复陷入类似的冲突困境。虽然这些冲突带有明显的跨文化冲突特征，但一直无法得到Z公司的重视，解决方案更无从谈起。

为了全面的、系统的了解Z公司在尼泊尔合作项目中遇到的跨文化冲突问题，本文作者深入各类跨文化冲突场景，通过文献研究法、案例分析法及访谈法对跨文化冲突问题展开研究。在研究过程中，本文广泛搜寻与查阅了大量关于跨文化冲突与管理类的中外文献，对各类跨文化冲突理论做了深入地研究，最终选择以价值观比较研究为本文的切入点。同时，本文以霍夫斯泰德的国家文化维度理论、克拉克洪和斯托贝克的价值取向理论与霍尔的时间文化理论为基础理论对搜集到的跨文化冲突案例进行价值观差异比较研究，并结合作者与现场工作人员的访谈结论，得出中尼两国之间文化在某些方面存在明显的异质性，其中和时间有关联的价值观冲突尤为明显，并且正是由于这些价值观上的差异导致了中尼两国组织和员工行为之间的行为冲突。

最终，本文将案例分析结论与托马斯冲突管理策略相结合为Z公司的跨文化冲突管理提供了解决方案，从而有助于Z公司在一定程度上预测尼泊尔企业和员工的行为表现，并改善与尼泊尔当地合作公司及尼泊尔电信的协作方式与方法，进而促进彼此之间更深的入合作。

本文通过分析研究发现了中尼两国之间的文化异质性特征与价值观差异，但面对复杂的尼泊尔文化及西方价值观对尼泊尔传统思想的影响，尤其是快速传播的互联网信息对本土价值观的冲击，本文所采用的跨文化管理理论均存在一定的局限性，所以Z公司需要进一步结合尼泊尔各民族性格、利益冲突等问题妥善处理各类跨文化冲突问题。

Deep in the mountains, Nepal has many ethnic groups, complex religious components, and a deep-rooted caste system. Its national culture is difficult for foreigners to understand, and misunderstandings and conflicts due to cultural differences are common. The cultural differences between China and Nepal have also brought some difficulties in business or project management to Chinese companies operating or trading in Nepal. Since 2008, Z Company has been providing equipment and services to Nepal Telecom together with a local partner. However, after years of cooperation, the business between Z Company and Nepal Telecom has not grown, and even encountered obstacles in the process of project delivery and daily maintenance, and repeatedly fell into similar conflicts. Although these conflicts have obvious characteristics of cross-cultural conflicts, they have not been able to get Z company's attention, let alone a solution.

In order to comprehensively and systematically understand the cross-cultural conflicts encountered by Z Company in the project in Nepal, the author goes deep into various cross-cultural conflict scenarios and conducts research on cross-cultural conflicts through literature research, case analysis and interviews. In the process of research, this article extensively searched and consulted a large number of Chinese and foreign literatures about cross-cultural conflict and management, made deep research on various cross-cultural conflict theories, and finally chose the comparative study of values ​​as the starting point of this article.

At the same time, based on Hofstede's national culture dimension theory, Kluckhohn and Strodtbeck 's value orientation theory and Hall's time culture theory, this paper conducts a comparative study of value differences among the collected cross-cultural conflict cases, and combines the conclusions of the interviews with employees working in Nepal. Then it is concluded that there are obvious cultural heterogeneities between China and Nepal in some aspects, especially in time related values, and it is precisely because of these cultural heterogeneities that staffs of China and Nepal have in values that conflicts between behaviors occur.

Finally, combined with the conclusions of the case analysis, this paper adopts the Thomas conflict management strategy to provide a solution for Z company's cross-cultural conflict management, which will help Z company improve its own cross-cultural communication and performance, and to a certain extent predict the Nepalese performance of the enterprises, so as to improve the cooperation methods with the local partner and Nepal Telecom, and promote deeper cooperation with them.

This paper finds the cultural heterogeneities between China and Nepal through analysis, but in the face of the complex Nepali culture and the influence of Western values ​​on Nepali traditional thoughts, especially the impact of fast-spreading Internet information on local values, all cross-cultural management theories adopted therein have certain limitations, so Z Company needs to further deal with various cross-cultural conflicts in consideration of Nepali religious culture, national character, conflict of interests, etc.