The Impact of Cross-cultural Human Resource Management on Brand Consistency of Multinational Enterprises and Optimization of Management Strategies

Abstract

This article aims to explore the impact of cross-cultural human resource management on brand consistency in multinational enterprises and the directions for optimization. The research methods adopted include literature analysis and case study. It describes the historical background of three development stages in this field, analyzes the current situation and influence related to the topic, and takes McDonald's as an example to propose the content and implementation process of optimization strategies. The research findings show that the current cross-cultural human resource management has both positive and negative impacts on brand consistency in multinational enterprises: efficient management can promote cultural integration, strengthen employees' brand consensus, reduce cognitive biases, and contribute to brand consistency; inefficient management, on the other hand, can lead to cultural conflicts, internal divisions, and damage brand consistency. Taking McDonald's as an example, it effectively maintains brand consistency through strategies such as establishing a standardized system, advocating a diverse and inclusive culture, and promoting local talent. The conclusion indicates that multinational enterprises need to attach importance to cross-cultural human resource management, adopt targeted strategies to address cultural differences, and maintain brand image consistency and enhance global influence.