1 Introduction

The cultural and economic exchanges between China and Saudi Arabia continue to strengthen, and Chinese enterprises are active in the Saudi market, posing cross-cultural adaptation challenges for management personnel. This article is based on existing theories and combined with practical situations to construct a new cross-cultural adaptation model for Chinese enterprise managers stationed in Saudi Arabia.

2 Research process

The study lasted for over two years, with the researchers conducting two field investigations in Saudi Arabia and using semi-structured interview methods to collect data. A total of 63 people were interviewed, including 46 Chinese corporate managers stationed in Saudi Arabia and 17 local and other foreign personnel from Saudi Arabia. Most Chinese management personnel have worked in Saudi Arabia for more than one year, while foreign personnel have resided in Saudi Arabia for more than three years. Most Saudi locals, except for a few who have studied abroad in China, have no work experience abroad.

3 Classic Theories of Cross Cultural Adaptation

Cross cultural adaptation is the process of individuals or groups adjusting in a cross-cultural environment, involving multiple classic theories. The theory of cultural shock suggests that individuals in a new culture will experience a process from honeymoon to depression, adaptation, and stability. The U/W curve theory describes the adaptation process of travelers in cross-cultural environments, including the W-shaped curve of re adapting to the original cultural environment. Mansell's theory of cross-cultural adaptation dimensions suggests that travelers experience emotional states of alienation, marginalization, cultural adaptation, and duality. Bennett's theory of intercultural sensitivity development divides intercultural sensitivity development into two major stages: ethnocentrism and ethnorelativism. Berry's assimilation strategy management theory divides individuals into four strategies based on their inclination towards their own culture and new culture: integration, assimilation, separation, and marginalization. Young Yun Kim's "Stress Adaptation Growth" dynamic model theory regards cross-cultural adaptation as a dynamic process, including socialization, de culturalization, immersion, and assimilation, emphasizing that stress, adaptation, and growth are the essence of cross-cultural adaptation processes.

Cross cultural adaptation models under the four classic theories

Explored the cross-cultural adaptation of Chinese enterprise managers stationed in Saudi Arabia, and analyzed the adaptation process and outcomes they may experience from the perspective of classical theory. The article first introduces a one-dimensional linear model of cross-cultural adaptation, pointing out that although Chinese corporate managers live in relatively closed environments, they may not necessarily fully assimilate into the host country's culture. Next, the dual dimensional model of cross-cultural adaptation was discussed, emphasizing the independence between maintaining traditional culture and identity and participating in mainstream culture, and providing examples of different adaptation strategies adopted by Chinese corporate managers in Saudi Arabia. In addition, a multidimensional model of cross-cultural adaptation was analyzed, revealing the complex attitudes of mainstream cultural groups in Saudi society towards outsiders and foreign cultures. Finally, through the cross-cultural adaptation spiral model, it is described that the adaptation process of Chinese corporate managers in Saudi Arabia is a dynamic, stressful, and growing process. While adapting to the new environment, they constantly adjust themselves to achieve better cross-cultural adaptation.

5 New Models for Cross Cultural Adaptation of Chinese Enterprise Managers

A new model for cross-cultural adaptation of Chinese enterprise managers has been proposed, emphasizing that managers enter Saudi Arabia's work and life with the Chinese cultural characteristics of "inner square and outer circle". The "inner side" represents the cultural traditions and identity of management personnel, while the "outer circle" involves the middle and outer layers of culture, such as dietary habits, work styles, etc. In the socio-cultural environment of Saudi Arabia, Chinese managers face cross-cultural conflicts and need to make adjustments in both the "inner" and "outer" aspects. The adjustment process includes three stages: cross-cultural awareness, appreciation, and adaptation, aiming to form a third cultural package of "new inner circle and outer circle" to guide the solution of cross-cultural adaptation problems. The ultimate goal is to maintain a balance and harmony between cultural traditions and identity, while adapting to local culture and achieving cross-cultural adaptation.

6 Conclusion

The paper proposes a new model of cross-cultural adaptation for Chinese enterprise managers in Saudi Arabia, which suggests that the adaptation process involves adhering to the cultural traditions and identity of the host country, being influenced and mutated in a cross-cultural environment, and forming a new balance through "inner square outer circle" adjustment, rather than completely assimilating into the host country's culture.