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Abstract: Against the backdrop of structural transformation in the Chinese automotive market (2015-2025), this studyinvestigates the divergent trajectories of Geely and Hyundai to explore how organizational culture determines strategic performance in highly dynamic markets. Drawing on Hofstede's Cultural Dimensions Theory and Acculturation Strategy, theresearch reveals that Hyundai's decline stems from "strategic rigidity" induced by its high Power Distance Index (PDI) andhigh Uncertainty Avoidance Index (UAD). This rigidity manifested as lengthy decision-making chains, information distortion,and strategic latency during the new energy transition. Conversely, Geely's success is attributed to its localized "strategic agility," rooted in a pragmatic culture with low uncertainty avoidance. This culture enabled Geely to efficiently absorb external technologies (C.g, Volvo) through an "Integration" acculturation strategy and establish organizational mechanisms thatencourage rapid trial and error. The findings suggest that in the rapid iteration phase of emerging markets, organizational agilityand technology integration capabilities that transcend cultural barriers are more critical deterninants of survival anddevelopment than traditional brand equity.

 

Keywords:  Cross-Cultural Management; Strategic Agility; Power Distance;Uncertainty Avoidance; CulturalAcculturation; Geely; Hyundai.