随着“一带一路”、“走出去”等政策的出台，中国企业正在迅猛发展，跨国经营的步伐也日益加快，许多中国企业正在踏上国际舞台。跨国企业在海外市场设立分、子公司，通过外派大量管理者、专业技能人员等加强对分公司的管理和控制成本，进而有利于促进公司完成项目、开拓市场、人员管理或助力母子公司间的资源流动，以期通过外派人员建立起国内外分总公司之间的桥梁。
由于经济环境、文化背景与国内相比而言有很大的差异，使得跨国企业迎来机遇的同时也面临着巨大挑战。外派员工不仅要承受巨大的工作压力，还需要去适应异国的文化。许多外派人员上任后就离职，或是在外派的过程中选择了中断，他们的离去可能会致使项目无法正常实施。拥有海外背景的人才流失，不仅会使企业的发展受到严重的冲击，而且还可能导致企业无法实现其全球化的战略布局。因此，在外派管理研究的众多领域中，外派人员的跨文化适应影响因素的研究得到了高度的重视。
本文旨在探讨跨国企业外派人员跨文化适应影响因素的问题。通过深入阅读相关文献，了解该领域的基本理论和研究发展，并着重探讨影响外派人员跨文化适应的关键因素。本文以行业领先的全球化软件与信息技术服务企业A公司为例，通过对10名外派人员进行一对一的半结构化访谈和调查，结合外派人员的相关背景、外派东道国的风土文化等素材，运用质性分析的扎根理论进行编码分析，构建出外派人员跨文化适应的影响因素模型。最后提出A公司外派员工管理几点建议。
通过本文的研究，主要有以下发现：
1. 跨国公司外派人员的成功与否与其跨文化适应能力高度正相关，而家庭因素对员工外派周期长短起着决定性的作用。
2. 通过质性研究分析，我们发现一些重要的因素会对外派人员的跨文化适应产生影响，例如外派动机、语言障碍、家庭冲突等个人因素；工作强度、来自领导的支持、职位职级转变等组织因素；生活物质条件、交通与基础设施等社会文化环境因素。
3. 通过研究分析A公司的外派人员，发现严重影响外派人员跨文化适应的组织因素——外派流程不完善、赋能体系欠缺。
本文的研究对跨国公司尤其是海外业务刚刚起步的跨国公司，在外派人员管理、外派政策、外派流程的搭建有一定的参考意义，对于A公司调整和完善外派人员的管理方面也具有指导性建议。

Under the initiative and guidance of "One Belt, One Road" and "Go Global" strategy, the process of enterprise internationalization continues to accelerate. Multinational companies establish branch and subsidiary offices in overseas markets. In order to strengthen the management of these offices and control costs, a large number of managers and skilled professionals are being sent abroad. This is conducive to promoting the completion of projects, expanding markets, personnel management or facilitating the flow of resources between parent and subsidiary companies, with the aim of establishing a bridge between domestic and foreign headquarters through expatriate employees.
In the process of Chinese enterprises to go global, different economic environment, cultural background compared with the domestic are very different, making these enterprises face great challenges as well as opportunities. Employees who are sent abroad not only have to bear tremendous work pressure, but also need to adapt to foreign cultures. Many expatriates resign shortly after taking up their post, or choose to break off during the process of being sent abroad, and their departure may lead to the project not being implemented properly. Talent loss of those with overseas backgrounds not only seriously impacts the development of the company, but may also lead to the failure of the company to achieve its global strategic layout. Therefore, among the numerous fields of expatriate management research, the study of factors affecting cross-cultural adaptation of expatriates has received great attention.
This paper mainly studies the influencing factors in acculturation on expatriates in multinational enterprises. Through the study of literature, the basic theory and research development of acculturation are understood, and the main factors affecting the expatriate adaptation are analyzed and studied, so as to provide a theoretical basis for the acculturation of expatriates in multinational corporations. On the basis of theoretical research, taking the Company A, a leading global software and information technology service enterprise, as an example, this paper firstly reviews relevant concepts such as expatriates and cross-cultural adaptation. Then, 10 expatriates from Company A were selected for semi-structured one-on-one interview. This paper utilizes the rooted theory of qualitative analysis to conduct coding analysis, and constructs a model of expatriates' cross-cultural adaptation based on their background and the culture of the host country. At last, this paper proffers some suggestion for managing expatriates in Company A.
Based on the research presented in this article, the following findings were identified:
1. There is a high positive correlation between the success of expatriates and their cross-cultural adaptability, and family factors play a decisive role in the length of the expatriate period.
2. Through qualitative research and analysis, the main influencing factors of expatriates' acculturation are obtained, including individual factors such as expatriate motivation, language barrier and family conflict; Organizational factors such as work intensity, leadership support, position and rank change; Social and cultural environmental factors such as living material conditions, transportation and infrastructure.
3. Through the research and analysis of the expatriates in Company A, it is found that the organizational factors that seriously affect the acculturation of expatriates -- the imperfect expatriate process and the lack of enabling system.
The research in this paper has certain reference significance for multinational companies, especially those multinational companies that have just started their overseas business, in the establishment of expatriate personnel management, expatriate policy and expatriate process. Company A is also given guidance to adjust and improve the supervision of expatriate personnel.