开发企业文化作为一种竞争优势【外文翻译】

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企业品牌文化建设外文文献翻译最新译文3000多字

文献信息: Thompson M. The research of enterprise brand culture construction [J]. Marketing Theory, 2015, 12(05):41-51.原文The research of enterprise brand culture constructionThompson MAbstractBrand culture is a culture trait in all the cultural phenomenon of brand of sedimentary and brand activities. Brand belongs to the category of high-cultural value, is the unity of the physical form and spiritual form, and is the combination of modern social and cultural value orientation. Enterprise brand culture is an important part of enterprise culture and enterprise culture including spirit culture, system culture, marketing culture, marketing and brand culture is the culture of a kind of expression form, is the enterprise culture construction of high-level pursuit. An enterprise has its own corporate culture, but does not mean that the brand culture, brand culture is the enterprise after years of efforts, the brand gain greater advantage in the market competition and influence.Keywords: Corporate culture; Brand culture construction; Development strategy1 IntroductionMarlboro (Marlboro) President Maxwell declared: "the brand is one of the biggest enterprise assets, the enterprise brand as the depositor's account, you are constantly in its value in the advertisement, and you can enjoy its high interest rates.”Coca-Cola Company a manager declared: "if Coca-Cola all factories overnight is destroyed by fire, but it can quickly back to life. Because Coca-Cola brand can make any company bonanza, by this you will get to the bank loan, come back to life. "Above all, the brand is a huge intangible assets, has is immeasurable power and very high social value and of great economic value.2 The necessity of brand culture constructionModern commercial society, enterprises pay more and more attention to the shaping of the brand. In the process of business development marketing, into the brand culture connotation, make it more with rich cultural atmosphere, improve thelevel and cultural value of goods, and thus have a huge economic effect and social significance.2.1Enhance the competitiveness of the enterprise brandIn the modern business, using the cultural connotation to participate in the competition can bring twice the result with half the effort. Then decide what is the basis for successful competition, why do some products can be in an impregnable position in the market, and some enterprise product was good, but is the occupation of the market. This surface is the price problem or quality problem, but in essence is the enterprise brand culture construction problems. Because enterprise brand culture determines the people's way of thinking, then decided to the enterprise business philosophy, goals, strategies, tactics and methods, etc. As a result of the enterprise brand culture gap, can form the gap between business strength. Therefore, only by establishing the correct values system, form a competitive brand culture of enterprise, to guarantee the brand enterprises in the competition. In today's world economic competition, the surface is the competitive products and services, is a deep layer management of competition, and then a deep layer is the competition system, and the deeper cultural competition. No cultural taste of enterprise, is the lack of the vitality of enterprises; No cultural flavor of the product, is behind The Times, is not popular with the consumer products. Brand is the deep culture, brand is a symbol of wealth, famous brand marks the social status, brand to prove the quality, and brand is the culture. Investigation showed that both residents consumer goods market and durable consumer goods market, its concentration is very high, the sum of the top 10 brands share is in commonly 70 ~ 80%.Consumers have to shift from simply pay attention to the matter of consumer brand utility to pay attention to consumer goods material function outside the other utility. Quite a number of consumers started from the "goods" to enter the stage of "brand consumption", the brand culture is born, brand competition is transferred to the enterprise brand culture came up, the connotation of brand culture more rich, more lasting, associated with people's thought life, the greater the brand competitiveness is stronger, and the stronger the brand enterprise competitiveness. Therefore, the brand culture is to enhance the brand competitivenessof the enterprise.2.2 Integration within the enterprise cohesion and competitivenessThe competition and development of the modern enterprise, the person has played a decisive factor, brand culture shape, is a values between internal decision makers, employees, society, the essence of management view and behavior standards, unified integration process, in the form of visual understanding through communication, interaction, mutual inductance, thus the enhancement enterprise's cohesive force and fighting capacity, promote the spirit of teamwork and progress. Brand culture is the enterprise product or service brand image, the manifestation of social values. The so-called "faithful" and "table" is the company's brand image, "in", is the core of the internal management staff, "table" and the thought of "in the" cultural value orientation is unified. Through the fusion of culture, can make well management and staff together, for the company for the society to create huge economic value and social value. McDonald's is no matter in which country or area of business development, insist on promoting construction company internal family happiness, the family culture, emphasizes equality and teamwork of the concepts of family affection, blame, let employees feel is a kind of warm loving together create the pursuit of the relationship.2.3 Cultivate staff quality and image of the goodBrand culture is the core of brand management idea, behavior standards, packaging unified visual identity. Is an important role on the cultivation of the quality of employees, such as solidarity, honesty and service production, sales, service functions? Employee is responsible for the brand, all the business activities on behalf of the company's brand image. behavior so that employees must conform to the company's brand culture connotation extension features, such as cosmetic skin care products series "kose", such as "Maybelline", when strengthening brand of beauty and fashion culture, pay more attention to the staff in the thought, language, behavior, good communication with customers, and the exercise of service quality, make customers feel personalized quality service in the process of consumption.2.4 Build the brand of good nature and strong expansion driveBrand value is embodied in the marketing management play a convey of cultural thought, is the nature of goods or services. Thinking of "science and technology people-oriented" brand culture, also expressed the inner "people-oriented, science and technology as the core, to fashion culture as the direction of" the world of modern culture management idea, thus in the process of development, always full of brand personality expansion drive and cultural dissemination of permeability.2.5 Brand of quality servicesBuild brand service is one of the important means to participate in market competition, is also a merchant's a tidy intangible assets. To build the brand service, the best method is to use the enterprise brand culture. Scholars LuKeHeng say ": American culture exists in the thoughts, emotions and responses of various industries has fixed mode, and spread it can be got through symbols. Culture constitutes the achievement of groups have distinguishing feature each, these achievements include they manufacture all kinds of concrete forms. Therefore, services such as to enterprise brand culture as the guidance, and participate in the competition of service, will createa successful brand service.3 The development of enterprise brand culture3.1 Fully aware of the development of brand culture strategic positionBrand culture's strategic position depends on the culture in the process of shaping brand value. As is known to all, the brand value depends on the brand product of social trust and loyalty, the higher consumer loyalty of products, the higher brand value. To maintain consumer trust and loyalty of the product, the upgrading of products is inevitable, but volatility is lesser, product development and upgrading of the guidance of culture to maintain certain stability. The stability of culture is the core of the product development, in the brand core value in the process of dominance; the key idea is the leading product value. American scholar Stephen king pointed out that ": the product is produced in the factory, the brand is what consumers buy, a product can be imitated by competitors, but the brand is unique, products become obsolete soon fall behind, and successful brand is enduring, its core brand culture". At the same time, the strategic position of brand culture reflected in the cultural positioning theauthority of organization, in foreign enterprises, determine the enterprise culture and brand culture of the organization of the board of directors, is the highest decision-making authority of the enterprise, decides the company management policy, strategy, etc., the authority of decision-making authority decides the brand culture in the enterprise management status, only know fully in place, they can better do a good job of the brand culture development. Given the current our country enterprise awareness of the brand culture is not yet in place, strengthen the enterprise core management of brand culture understanding, establish its strategic position, is particularly important.3.2 Shape under the same brand hierarchy culture systemEnterprise in a single brand for all product sales, should according to different product quality, the formation of hierarchical culture system. The cultural system consists of the values and brand series products of cultural values, mainly the core brand values, is the basis of product series of cultural values, plays a controlling role, its scope involves product development philosophy, marketing theory, organization operation pattern, is the core of the brand value, the key to segment the consumer market. Series of cultural values of the products is in the Lord, according to the characteristics of the product on the basis of brand culture, the development of niche value concept, has distinct features and different products cultural value should be obvious difference, it is divided into the basis of product quality. To the hierarchy of cultural system, enrich the connotation of brand culture; widen the breadth of culture, to expand the depth of the brand.3.3Establish a professional brand culture development organizationBrand culture in the core position in the brand development process, the decision enterprise must set up special organizations responsible for the management of brand culture development, the status of the agency must be in the strategic level, is the enterprise decision-making institutions directly under the leadership of the development institutions, the personnel structure must be involved in decision-making, management, product development and design department, sales department, etc., is a combination of collective wisdom. Should maintain the independence of the agencybusiness at the same time, to avoid the interference of day-to-day business management, design and develop independently. In the concrete implementation of brand culture development business, should strengthen the study of consumer behavior, grope for the consumption law of consumer groups, is characteristic of enterprise product brand development idea is put forward.译文企业品牌文化建设的研究Thompson M摘要品牌文化就是指文化特质在品牌中的沉积和品牌活动中的一切文化现象。

企业文化【外文翻译】

外文翻译原文：Corporate cultureWhen studying corporate culture in the sense of shared beliefs and values, it is important to distinguish two dimensions. The first dimension is the strength of the culture, that is, the degree to which these beliefs and values are shared. It is this cultural strength that has been the focus of this article and that has also received the most attention in the literature on corporate culture.But—whereas cultural strength has an impact on firm performance— it is the second dimension which often seems to have the larger impact on firm performance: the content of the culture, that is, what these people believe and value. In what follows, I now consider this article’s implications for the content of corporate culture. I show, in particular, that the manager has an important influence on the content of her firm’s culture and that a firm’s culture tends to persist over time, even when all original members of the firm have left. The working paper Van den Steen (2004) also shows why different firms may develop different cultures and why cultures may be suboptimal even when firms have unlimited opportunity to learn from experience.The manager’s influence on culture. To capture the content dimension of “co rporate culture as shared belief s,” I would like to define a firm’s culture to be that course of action on which most employees agree as the best course of action (at the point in time when they have to choose an action). With a finite number of employees, however, such action may not exist. I will therefore formally define a course of action a c to be the firm’s culture if the probability—over the distribution of employee beliefs—that two employees agree on a c as the best course of action is higher than the probability that they agree on any other particular action. As the number of employees goes to infinity, this definition almost surely coincides with the action on which most employees agree as the best course of action.My first result is then that a firm’s culture is influenced by its manager’s beliefs.I will show in particular that—under reasonable conditions—the manager’s action a˜M is more likely than any other action to become the firm’s culture (i.e., the belief most likely to be shared). In the screening model, this is trivial because the manager screens according to her prior beliefs. The interesting result here is that it also holds in the pure learning model (if G = F,a condition to which I return after the proposition). This is actually somewhat surprising: the manager’s beliefs are drawn completely independent of the employ ees’ beliefs and of the true underlying return. At first sight, there is thus really no reason to expect that the fact that the manager chooses about which actions employees learn has any influence on what actions the employees consider best. The result here, however, says essentially that forced learning makes you more likely to settle on that action. Note that, in contrast to earlier results which all related to the strength of culture, this result is indeed about the content of culture.A second implication of the article is that such appointment of a new CEO with different beliefs will lead to turnover, through both selection and self-sorting. Whereas there are many informal and case-based stories along these lines, there is also some more systematic evidence for this prediction. In particular, Hayes, Oyer, and Schaefer (2006) show that the likelihood of top management turnover increases markedly around times of CEO turnover.Persistence over time. A closely related phenomenon is the persistence of that culture over time, even when all original members of the organization are gone. This phenomenon is one of the things that make organizational culture so intriguing: it is as if culture exists independent of the people in the organization, as if the organization itself has some personality or identity. I will now show that culture is indeed persistent in the models of this article.Persistence is straightforward in an overlapping-generations extension of the screening model: managers hire employees in their own image, who on their turn hire the next generation in the same image, and so forth. More interesting is again the result that persistence also obtains in the pure learning model, through manager-forced learning. Consider, in particular, two generations of the learning model of Section 3with N ≥2. Assume that one of the employees of the first generation becomes the manager in the second generation (and the employees of the second generation are new draws from L).I will show that, under reasonable conditions, second-generation employees are more likely to agree on a˜M(1) as the best action than on any other action. In fact, this result also holds after an arbitrary number of generations in an overlapping-generations model where individuals are employees in their first period, and managers in their second period, and then leave: the n th- generation employees are more likely to agree on the very first manager’s action choice than on any other action.This result is quite remarkable, given that the first-generation manager’s prior is completely independent of the underlying performance and other play ers’ priors, and given that the second- generation employees never overlapped with the first-generation manager. It shows how a player’s actions can be systematically influenced by forced learning, that is, by exposing the player to experiments chosen by someone else.Source: RAND Journal of Economics Vol. 41, No. 4, Winter 2010 pp. 617–648译文：企业文化当研究企业文化在共同的信仰和价值观的意义时，重要的是区分两个层面。

国家竞争优势【外文翻译】

外文翻译原文The Competitive Advantage of Nations Material Source:Harvard Business Preview Author：Michael E. PorterNation prosperity is created,not inherited. It does not grow out of a country's natural endowments, its labour pool, its interest rates, or its currency's value, as classical economics insists.A nation's competitiveness depends on the capacity of its industry to innovate and upgrade. Companies gain advantage against the world's best competitors because of pressure and challenge. They benefit from having strong domestic rivals, aggressive home-based suppliers, and demanding local customers.In a world of increasingly global competition,nations have become more,not less,important. As the basis of competition has shifted more and more to the creation and assimilation of knowledge, the role of the nation has grown. Competitive advantage is created and sustained through a highly localized process. Differences in national values,culture,economics structures,institutions,and histories all contribute to competitive success. There are striking differences in the patterns of competitiveness in every country; no nation can or will be competitive in every or even most industries because their home environment is the most forward-looking, dynamic,and challenging.These conclusions, the product of a four-year study of the patterns of competitive success in ten leading trading nations,contradict the conventional wisdom that guides the thinking of many companies and national governments and that is pervasive today in the United States. According to prevailing thinking, labour costs, interest rates, exchange rates, and economies of scale are the most potent determinants of competitiveness. In companies, the words of the day are merger, alliance, strategic partnerships, collaboration, and supranational globalization. Managers are pressing for more government support for particular industries. Among governments, there is a growing tendency to experiment with variouspolicies intended to promote national competitiveness from efforts to manage exchange rates to new measures to manage trade to policies to relax antitrust which usually end up only undermining it.These approaches, now much in favour in both companies and governments, are flawed. They fundamentally misperceive the true source of competitive advantage. Pursuing them, with all their short-term appeal, will virtually guarantee that the United States or any other advanced nation never achieves real and sustainable competitive advantage.We need a new perspective and new tools an approach to competitiveness that grows directly out of an analysis internationally successful industries, without regard for traditional ideology or current intellectual fashion. We need to know, very simply, what works and why. Then we need to apply it.Factor conditions. According to standard economic theory, factors of production-labour, land, natural resources, capital, infrastructure-will determine the flow of trade. A nation will export those goods that make most use of the factors with which it is relatively well endowed. This doctrine, whose origins date back to Adam Smith and David Ricardo and that is embedded in classical economics, is at best incomplete and at worst incorrect.In the sophisticated industries that form the backbone of any advanced economy, a nation does not inherit but instead creates the most important factors of production-such as skilled human resources or a scientific base. Moreover, the stock of factors that a nation enjoys at a particular time is less important than the rate and efficiency with which it creates, upgrades, and deploys them in particular industries.The most important factors of production are those that involve sustained and heavy investment and are specialized. Basic factors, such as a pool of labour or a local raw-material source, do not constitute an advantage in knowledge-intensive industries. Companies can access them easily through a global strategy or circumvent them.Contrary to conventional wisdom, simply having a general work force that is high school or even college educated represents no competition. To support competitive advantage, a factor must be highly specialized to an industry's particular needs-a scientific institute specialized in optics, a pool of venture capital to fund software companies. These factors are more scarce, more difficult for foreign competitor to imitate-and they require sustained investment to create.Nations succeed in industries where they are particularly good at factorcreation. Competitive advantage results from the presence of world-class institutions that first create specialized factors and then continually work to upgrade them. Denmark has two hospitals that concentrate in studying and treating diabetes-and a world-leading export position in insulin. Holland has premier research institutes in the cultivation, packing , and shipping of flowers, where it is the world's export leader.What is not so obvious, however, is that selective disadvantages in the more basic factors can prod a company to innovate and upgrade-a disadvantage in a static model of competition can become an advantage in a dynamic one. When there is an ample supply of cheap raw materials or abundant labour, companies can simply rest on these advantages and often deploy them inefficiently. But when companies face a selective disadvantage, like high land costs, labour shortages, or the lack of local raw materials. They must innovate and upgrade to compete.Implicit in the oft-repeated Japanese statement, "We ate an island nation with no natural resources," is the understanding that these deficiencies have only served to spur Japan's competitive innovation. Just-in-time production, for example, economized on prohibitively expensive space. Italian steel producers in the Brescia area faced a similar set of disadvantages: high capital costs, high energy costs, and no local raw materials. Located in Northern Lombardy, these privately owned companies faced staggering Logistics costs due to their distance from southern ports and the inefficiencies of the state-owned Italian transportation system. The result: they pioneered technologically advanced minimills that require only modest capital investment, use less energy, employ scrap metal as the feedstock, are eddicient at small scale, and permit producers to locate close to sources of scrap and end use customers. In other words, they converted factor disadvantage into competitive advantage.Disadvantages can become advantages only under certain conditions. First , they must send companies proper signals about circumstances that will spread to other nations, thereby equipping them to innovate in advance of foreign rivals. Switzerland, the nation that experienced the first labour shortages after World War II, is a case in point. Swiss companies responded to the disadvantage by upgrading labour productivity and seeking higher value, more sustainable market segments. Companies in most other parts of the world, where there were still ample workers, focused their attention on other issues, which resulted in slower upgrading.The second condition for transforming disadvantages into advantages isfavorable circumstances elsewhere in the diamond-a consideration that applies to almost all determinants. To innovate, companies must have access to people with appropriate skills and have home-demand conditions that send the right signals. They must also have active domestic rivals who create pressure to innovate. Another precondition is company goals that lead to sustained commitment to the industry. Without such a commitment and the presence of active rivalry, a company may take an easy way around a disadvantage rather than using it as a spur to innovation.For example, U.S. Consumer-electronic companies, faced with high relative labour costs, chose to leave the product and production process largely unchanged and move labour-intensive activities to Taiwan and other Asian countries. Instead of upgrading their sources of advantage, they settled for labour-cost parity. On the other land, Japanese rivals, confronted with intense domestic competition and a mature home market, chose to eliminate labour through automation. This led to lower assembly costs, to products with fewer components and improved quality and reliability. Soon Japanese companies were building assembly plants in the United States-the place U.S. Companies had fled.The Diamond of National AdvantageWhy are certain companies based in certain nations capable of consistent innovation? Why do they ruthlessly purse improvements, seeking an ever more sophisticated source of competitive advantage? Why are they able to overcome the substantial barriers to change and innovation that so often accompany success?The answer lies in four broad attributes of nation, attributes that individually and as a as system constitute the diamond of national advantage, the playing field that cach nation establishes and operates for its industries. These attributes are:1.Factor conditions. The nation's position in factor of production, such as skilled labour or infrastructure, necessary to compete in a given industry.2.Demand conditions. The nature of home-market demand for the industry's product or service.3.Related and supporting industries. The presence or absence in the nation of supplier industries and other related industries that are internationally competitive.4.Firm strategy, structure, and rivalry. The condition in the nation governing how companies are created, organized, and managed, as well as the nature of domestic rivalry.These determinants create the national environments in which companies are born and learn how to compete. Each point on the diamond and the diamond as asystem affects essential ingredients for achieving international competitive success: the availability of resources and skills necessary for competitive advantage in an industry ; the information that shapes the opportunities that companies perceive and directions in which they deploy their resources on companies; and most important, the pressures on companies to invest and innovate.When a national environment permits and supports the most rapid accumulation of specialized assets and skills sometimes simply because of greater effort and commitment companies gain a competitive advantage. When a national environment affords better ongoing information and insight into product and process needs, companies gain a competitive advantage. Finally, when the national environment pressures companies to innovate and invest, companies both gain a competitive advantage and upgrade those advantages over time.译文国家竞争优势资料来源:哈佛商业评论作者：迈克尔.波特一个国家的繁荣是由后天创造出来的，而不是天生的。

企业文化的优点英文版作文

企业文化的优点英文版作文下载温馨提示:该文档是我店铺精心编制而成，希望大家下载以后，能够帮助大家解决实际的问题。

文档下载后可定制随意修改，请根据实际需要进行相应的调整和使用，谢谢!并且，本店铺为大家提供各种各样类型的实用资料，如教育随笔、日记赏析、句子摘抄、古诗大全、经典美文、话题作文、工作总结、词语解析、文案摘录、其他资料等等，如想了解不同资料格式和写法，敬请关注!Download tips: This document is carefully compiled by theeditor. I hope that after you download them,they can help yousolve practical problems. The document can be customized andmodified after downloading,please adjust and use it according toactual needs, thank you!In addition, our shop provides you with various types ofpractical materials,such as educational essays, diaryappreciation,sentence excerpts,ancient poems,classic articles,topic composition,work summary,word parsing,copyexcerpts,other materials and so on,want to know different data formats andwriting methods,please pay attention!A company's culture is like its personality it defines who they are and what they stand for. It sets the tone for how employees interact with each other and with customers.A strong company culture has many advantages.Firstly, a positive company culture fosters a sense of belonging and loyalty among employees. When employees feel valued and supported, they are more likely to be engaged and committed to their work. This leads to higher levels of productivity and job satisfaction.Secondly, a strong company culture promotes teamwork and collaboration. When employees share common values and goals, they are more likely to work together towards achieving them. This creates a sense of unity and camaraderie within the organization.Thirdly, a vibrant company culture attracts and retains top talent. In today's competitive job market, employeesare not just looking for a paycheck they want to work for a company that aligns with their values and provides a positive work environment. A strong company culture can be a key differentiator in attracting and retaining the best employees.Additionally, a company culture that promotes innovation and creativity can drive business growth. When employees feel empowered to take risks and think outside the box, they are more likely to come up with new ideas and solutions. This can lead to increased competitiveness and adaptability in the ever-changing business landscape.Furthermore, a positive company culture can enhance the reputation of the company. When employees are happy and engaged, they are more likely to provide excellent customer service. This can result in satisfied customers who become loyal advocates for the company, ultimately contributing to its success.In conclusion, a strong company culture has numerous advantages. It creates a sense of belonging and loyaltyamong employees, promotes teamwork and collaboration, attracts top talent, drives innovation and creativity, and enhances the company's reputation. Investing in building and nurturing a positive company culture is essential for long-term success.。

企业文化中英文对照外文翻译文献

企业文化中英文对照外文翻译文献(文档含英文原文和中文翻译)The Corporate Culture Rebuilding of E-business With the development of large-scale e-business, The E-commerce culture comes into being. It is an enterprise that produces a new value. The new integration of internal resources of the enterprises, which reduces transaction costs and improves efficiency. And it can short the cycle of production, and get many other benefits. Also it challenges on the existing corporate culture. The rise of e-commerce is a means of rapid development of technology that leads business models change. The survival of traditional economic activities, the means of operation and the management mechanisms have changed completely. The traditional corporate culture also faces a big strike.First, the Contribution to the Enterprise Value of Corporate CultureCultural phenomenon is a symbol of civilized country and a major witness of the nation. Broader culture includes knowledge, belief, art, morals, law, customs and every person as a member of the social to obtain ability and habit, including the complex whole. The survival and development of the enterprise plays an important role as a "sub culture" of the corporate culture. Corporate culture is the product of a market economy and commodity economy, embodying the objective laws of market economy. It reflects the company's competitive practices, competitive spirit and overall image. The enterprise culture is the company's management philosophy, enterprises face in which the social and business environment in the long-term production of business activities. And it gets all employees accept and agree to honor, which fights for a set of informal rules of success. It shows a kind of management philosophy and business practice to achieve through what kind of target. It is an important part of economic management. Corporate culture means a company's value, and these values become a norm of behavior of employees’ activities.How to increase profits, reduce costs and expenses is the origin of the corporate culture. Its meaning is how to enable enterprises to effectively integrate resources in order to achieve external flexibility and realize sustainable development in the competition. Corporate culture for the enterprises to develop cultural managementindicates a clear direction. The foreign competition environment for building highly adaptable and responding quickly to change is the final purpose of enterprise culture, according to environmental behavior capacities, which in fact is the company, owned by the external competitive environment by the needs of internal resources the ability to integrate and use. Corporate culture should promote the formation of the capacity of the system and maintain a good system. Many Chinese companies, for example, Haier, Lenovo, and so on, the secret of enterprise success is to develop a set of corporate and business philosophy that forms its own unique corporate culture.1, the corporate culture reflects the company's image and spirit. Establishing a good corporate image needs support of Modern business, from leadership to staff quality, from product quality to management facilities, from the environment to the product development, infiltrating cultural factors, and all reflecting the corporate image. Good corporate image (the "goodwill") is an intangible wealth and assets to display the "brand effect", which wins the social and public support, in line with modern public relations and marketing theory. From the modern management theory, it reflects the spirit of enterprise groups and the ideal goal, showing the direction of development of enterprises and business purposes. It is on behalf of the company's future prospects; so that every member company can voluntarily contribute to the achievement of organizational goals, from the enterprises in the fierce competition in technology press "beautiful and fragrant flowers."2, the corporate culture as in the business as a new management theory to play an extremely rebuilding role.First, creating a environment for flexible coordination of business operations, the corporate social systems as a subsystem, continuously with the surrounding environment material, energy and information exchange, social environment is relatively more objective. And enterprises need to adapt to environmental changes, researching the laws and requirements of environmental change, a clear tendency of economic development compatible with the social needs and potential demand, which improve the enterprise's various weaknesses and adjust to business strategy, creating a new corporate culture, and environment interaction to achieve dynamic balance thatcreates a cycle of market environment, promoting the restructuring of joint-stock company into the future state of healthy function.Second, it is conducive to the formation of the values of their all operation. The development of corporate culture as the underlying motivation, its values is the core of corporate culture. And it is a business organization and the basic concepts and beliefs. For enterprises, the core task is how the market to survive and provide consumers with appropriate products and services. The core mission of business does not automatically guarantee a corporate member with a common objective. Values established by the company code of conduct for employees defined in an extremely successful and the objective pursuit.Third, it helps to improve the all quality and foster corporation. The composition of the corporate culture includes ideology, culture, technology, culture, management culture, quality culture and entertainment culture. On the one hand, the culture of integration promotes the improvement of the quality of the entire staff. Because the influence of a common culture, the formation of a common awareness and behavior-oriented preserves and maintains the unity, cooperation, the harmony between employee relations, the objective to strengthen the unity, the overall development of the performance.3, the business culture is a kind of meaning. It is different from the surrounding environment of the enterprise as a system. Its internal mechanisms of the coordinated operation of the corporate culture can not be separated. On the one hand, a direct effect on corporate culture, employee code of conduct, professional ethics and clip point, nurture and develop the corporate culture, which improves the cohesion and solidarity, increasing employee’s satisfaction, sense of identity and belonging. On the other hand, the corporate culture of the major decisions of business, the company's long-term goals and strategies as well as the implementation of rules and regulations have not be underestimated.Second, the Building of Corporate Culture, the Need for ChangeIn the 21st century, the enterprise culture of Chinese business faces multiple challenges: the arrival of knowledge economy, the corporate culture, the question ofhow to enhance the value of knowledge, knowledge workers how to deal with new issues; market-oriented reform, making the planned economy era the formation of corporate culture and old ways, old routines often fail; and the rise of network technology, but also for the birth of a new corporate culture provides a weapon. Sentence: mechanism changed, times have changed, technology has changed, so many companies are faced with reshaping corporate culture. Gerstner saved Big Blue, the first is to explicitly change the corporate culture of IBM's basic values, the creation of IBM's culture, which is "strive to win (Win)" "fast execution (Execute)" and "team spirit (Team) ". Gerstner said, " as IBM's leaders, of course you need to lead the planning and specific projects, but your responsibilities also include leading the staff, the establishment of work teams, and the creation of high-performance corporate culture." GE Jack Welch, former CEO also said: "Our vitality curve is able to function effectively, because we spent a decade in our enterprise to establish a performance culture."From our point of view of corporate culture development status, can only say that the end is still in a relatively level, the "corporate culture strategy" did not receive due attention, the cultivation of corporate culture, lack of guidance systems theory, corporate culture, most of the traditional culture in the enterprise the epitome of such enterprises often lack vitality, dead, suffering from a lack of excellent sense, may be severe centrifugal serious. Overall there are more defects in our corporate culture phenomenon with error, our corporate culture common errors are:1, the phenomenon of cultural obscurantism. Such phenomenon is common in those autocratic leaders or operational problems of the enterprise. Performance of the leaders of the extreme stress on certain cultural values, education and means to promote radical. It is because the causes of most of the leaders hope to achieve within the enterprise.2, no cultural phenomenon. Usually presents companies have a very strict system and the various rules and regulations. The system provides for employees to do and not do, but there is no clear cultural ideas and values advocate, neglect of education and training of employees. Such phenomena generate up to industrial manufacturingcompanies, most of the causes of quality is not high because the leaders themselves, or lack of understanding of corporate culture. Or want to cover up some kind of cult of the individual facts. Such enterprises are usually easy to produce leaders of the blind worship or silent on the situation.3, the ideal culture phenomenon. It is common in those with young people as the main force of the emerging entrepreneurial companies. Manifestations of these companies will make some unrealistic ambitions and cultural ideals, its advocacy of the concept will be a kind of beyond the enterprise to transform the world's sense of mission. "Great and empty," the slogan of the people beyond the reach; grand, lofty goals often lack a unified real objective basis. Most of the causes of such phenomena is that leaders have too lofty ideals and the lack of work basket for fruits of the spirit. Performance of the majority of such employees are passionate emotion, but may have overlooked the immediate situation and today what to do evil.In addition, many corporate culture inhibits the human personality, in the enterprise is only concerned about people's "collective", denied the people's imagination and creativity, produced under the concept of small-scale production of "collectivism", it is difficult to form business cohesion.Now the competition is intense, and survival of the fittest as the new rules of the game, our company's corporate culture than the United States, Japan has lagged behind many, if not catch up now, defeat in the competition will be inevitable. Therefore, the new corporate culture and change the shape of a project is China's enterprises not wait for new topics.Third, the age of electronic commerce to shape and change our corporate culture, the idea of1, analysis of internal and external factors, refined culture and a culture of innovation speedIn the era of e-commerce business to choose what kind of a core value is to create the most important issue of corporate culture. Information economy is the "speed economy", the speed has become a tool to improve competitiveness. The emergence of the Internet makes the world changes faster and faster, can be described by leapsand bounds. Internet-based e-commerce can thus quickly understand market information, quickly and easily collect customer needs, extensive product information, complete the online transactions in real-time settlement, a large number of business activities can be instantaneous, the production efficiency has been greatly to improve. In short, information technology and network technology makes extensive use of e-commerce enterprises to enter the market, the threshold can be greatly reduced. Now the world is talking about innovation, because in today's economic environment, the only constant rule is everything is changing. In this regard, any organization or business if you do not always change and innovation, it is impossible to maintain their competitive advantage. "No innovation, on the death", innovation has become a corporate existence and development of important, and that only through its own innovation and certainty in order to deal with the uncertainty of rapid change. In the information context, the role of innovation has been an unprecedented strengthening, and sublimated into a social theme. In the age of electronic commerce, innovation has become the source of the vitality of enterprises, the traditional production scale, cost advantages and other factors will not decide the future, companies only through continuous innovation to survival and development. Conservative and conservative, is simply not in the fierce market competition based on the enterprise in the future in order to have a place in the global competition, we must break through the traditional idea of imprisonment and mindset, bold innovation, firmly grasp the ever-changing business opportunities.2, new ideas, to shape employee behavior.Shaping the behavior of employees is a corporate culture an important part. For those who play the leading role in e-commerce companies, the most is neither a shortage of raw materials, nor money; neither the technology nor the emerging markets, but lack of talent. The twinkling of an eye and talent for the future to plug the wings of imagination. • McKinsey & Company, president of the United States Ed Michaels said: "is not difficult to raise funds, a smart business strategy can be imitated. Technology half-life has been shortened for many of today's companies, talent is the primary competitive advantage factor. " Today, managers realize that in today'seconomic globalization, e-commerce and network speed of the global market, ownership of talent from the established elite business decisions quickly is critical. E-commerce businesses depend on employees' ingenuity and initiative to make closer to consumers, the decision to market faster response.E-commerce, focusing on service, but electronic means. E-commerce can also be said of electronic services, the Internet to the service of humanity, the core service is not technology, but the corporate culture, quality of the staff; Internet economy is the service economy, rather than the technical and economic, the network platform for consumer transactions, environment is not a merchandise display; manufacturers not simply suppliers or vendors, but service providers, who have better service than anyone else, who earn more money.In the new e-commerce environment, the most successful companies in the past only to give new employees to enjoy the respect of customers: their equality through the creation of an elite management system to meet the employees engaged in meaningful work and the desire to create wealth. They generously reward employees for good performance, not just cash, but also allow them to have ownership of enterprises,3, the leader personally, keep valuesIn decision-making behavior in e-commerce businesses, innovation is very important. First, the organizational structure to be from the original pyramid, top-down, hierarchical control structure of the network to the new organizational structure transformation. Second, the management focus from capital management to knowledge management. Knowledge management is the use of collective wisdom to improve responsiveness and innovation. Third, the new management ideas and methods are emerging. In the information age and network conditions, the new economy and created many new management ideas and management methods, such as flexible manufacturing, distributed manufacturing, agile manufacturing, business process reengineering, learning organizations, manufacturing resource planning and other new ideas and new methods .The founder of e-business and business operations will encounter variousunexpected difficulties and frustrations: such as financial risk, trading risk, and increasingly competitive market, if subjected to any eventuality, no toughness will completely collapse. Therefore, entrepreneurs should be afraid of failure, afraid of setbacks and indomitable courage, devotion to the cause should be, afraid of risk, risk-taking spirit.电子商务企业文化重建随着网络时代电子商务大规模发展，电子商务企业文化随之产生，它在一个企业产生一种新的价值观，使企业内部资源得到从新整合，在为企业降低交易成本，提高效率，缩短生产周期等诸多好处的同时，也对已有的企业文化发起了挑战。

开发企业文化作为一种竞争优势【外文翻译】

外文翻译Developing corporate culture as a competitive advantageGolnaz Sadri, Brian LeesAbstract Defines the concept of corporate culture and shows how it affects organizations. Corporations that have been successful in establishing and fostering positive cultures are profiled. The authors find that an effective culture must be aligned with employee values and be consistent with the environment in which the organization operates. While it is best to establish a positive culture with which employees can identify during an organization's infancy, it is possible to change an existing culture. Such change is best accomplished by modeling desired behavior at all levels of management and by planning events that foster frequent interaction among cross-functional employees. Concludes that a positive culture can provide a significant competitive advantage.IntroductionCorporate culture has become an important topic in business primarily during the last two decades. While corporate culture is an intangible concept, it clearly plays a meaningful role in corporations, affecting employees and organizational operations throughout a firm. While culture is not the only determinant of business success or failure, a positive culture can be a significant competitive advantage over organizations with which a firm competes. This paper will review how the concept of corporate culture became popular, define corporate culture, show how it affects real-world organizations, and consider ways in which cultural change may be brought about.The rise of corporate culturePeople come from a variety of ethnic backgrounds and cultural heritages, have a variety of personalities, and have been shaped by a diverse range of experiences. When people from diverse backgrounds are brought together in a work environment, these factors will manifest themselves in an infinite variety of ways. Over time a dominant set of norms will emerge, guiding the way in which work is accomplished within the organization. This phenomenon gives rise to the concept of corporate (or organizational) culture. Corporate culture only began to be studied and appreciated in the USA during the last two decades. An influential book entitled Corporate Cultures: The Rites and Rituals of Corporate Life (Deal and Kennedy, 1982) popularized the notion of understanding, establishing, and fostering a positive corporate culture. In less than two decades since the time that this book was published, culture has gone from a relatively unknown concept to being widely recognized as playing a central role in corporate strategy. It is clear that corporate culture has become an important consideration for top management, and therefore it is worthwhile to consider the definition of corporate culture in more detail.Corporate culture definedThere are many ways to define corporate culture because it is influenced heavilyby factors such as the industry in which the company operates, its geographic location, events that have occurred during its history, the personalities of its employees, and th eir patterns of interaction. Some of the formal definitions offered include “ a cognitive framework consisting of attitudes, values, behavioral norms, and expectations”, “the collective thoughts, habits, attitudes, feelings, and patterns of behavior”, and “the pattern of arrangement, material or behavior which has been adopted by a society (corporation, group, or team) as the accepted way of solving problems”. In more useful terms, a positive corporate culture typically encompasses several key elements. First, it is fostered not merely by a mission statement, but by a clear corporate vision, which is a mental picture of the company's desired future. Corporate visions are most effective when clearly communicated by top organizational leaders who exhibit strong values and have dynamic, charismatic personalities. Second, corporate culture is supported by corporate values that are consistent with the purpose of the company and aligned with the personal values of organizational members. Corporate vision and values permeate all levels of the organization and are consistently modeled by top management. Third, employees are highly valued at all levels of the organization (they are often referred to as ``associates'' or ``team members''), and there is extensive employee interaction both within and across functional departments. Fourth, the culture is adaptable, adjusting quickly in response to external conditions and is consistent, treating all employees equally and fairly. Finally, corporate culture is perpetuated in some way, perhaps through tangible symbols, slogans, stories, or ceremonies that highlight corporate values.The aforementioned characteristics of a positive culture cannot exist without widespread employee support. Even within an organization that has a strong overall culture, there will also be many subcultures. These could form for many reasons, perhaps due to functional differences in the organization, or to ethnic or geographic differences among employees. The dominant culture in the organization must be strong enough for members of various subcultures within the organization to identify with, accept and embrace it. This necessarily requires that the values of the dominant culture be aligned with the values of each of the subcultures as well as the personal values of each individual.Categorizing corporate cultureIn order to provide a basis for further analysis, researchers have sought to place corporate cultures into general categories. One such categorization by Sonnenfeld defines four types of cultures: the academy, the club, the baseball team, and the fortress. The academy exposes employees to many different jobs so that they can move around within the organization. The club is very concerned with how people will fit in to the organization. The baseball team consists of talented people or ``stars'' that are rewarded heavily for their accomplishments but who will readily leave the organization when a better opportunity comes along. The fortress is an organization that is concerned mainly with survival.Goffee and Jones offer another categorization, postulating that corporate culture is determined by levels of sociability (a measure of sincere friendliness amongmembers of a community) and solidarity (a community's ability to pursue shared objectives quickly and effectively) and they have developed a survey that can aid in understanding where an organization fits on this scale. The combination of these dimensions gives rise to categories that they have labeled as networked, mercenary, fragmented, and communal. None of these categories is considered to be better than the others. Instead, they serve as a way for management to determine where their culture fits relative to other types of cultures. A networked culture is distinguished by high sociability and low solidarity. Individuals in this type of culture feel like family and socialize often. Promotions are achieved and work is accomplished via informal networks or subcultures within the organization. This corresponds loosely with Sonnenfeld's club category. A mercenary culture has low sociability and high solidarity. Individuals do not interact socially but are united in supporting strategic business objectives. They do not tend to exhibit a strong degree of loyalty, staying only as long as their personal needs continue to be met. This category is similar to Sonnenfeld's baseball team. A fragmented culture has low sociability and low solidarity. People in This type of organization rarely interact. They may work with their office doors shut or from home. This type of culture might be found in a law office or in a company that is downsizing. This category would be similar to Sonnenfeld's fortress.Finally, a communal organization has high sociability and high solidarity. This type of culture is often found in small start-up companies. Members of such an organization work very closely together for long hours and will likely socialize together. They strongly identify with the corporate culture and have a high sense of fairness so that rewards are shared equally. This category is most similar to Sonnenfeld's academy.Categorizing an organization's culture can help managers in several ways. First, categorizing the culture is a precursor to better understanding the pros and cons of that particular type of culture. Second, a clear understanding of their corporate culture can assist managers in getting the correct person-organization match when recruiting for new employees. Third, knowing where a company is right now can assist managers in making decisions about and progress toward cultural change.Benefits of a positive cultureAn organization that is able to maintain a positive culture is likely to enjoy many benefits. When organization members identify with the culture, the work environment tends to be more enjoyable, which boosts morale. This leads to increased levels of teamwork, sharing of information, and openness to new ideas. The resulting increased interaction among employees activates learning and continuous improvement because information flows more freely throughout the organization. Additionally, such a culture helps to attract and retain top employees, evidenced by books such as The 100 Best Companies to Work for in America in which culture is emphasized as a primary determinant of the attractiveness of an employer. When considering corporate culture, it is helpful to consider actual companies that have demonstrated the positive effects that a corporate culture can have.Changing corporate cultureA lot of examples show that a positive culture can make a significant contribution to organizational success while a negative one can lead to failure.While it is easiest to establish a desirable corporate culture during a company's infancy, it has been shown in practice that culture can be changed for the better. In order to go about changing corporate culture, top management must first understand the culture, as it exists today. This can be accomplished by surveying employees on important topics such as their perceptions of and identification with the corporate values and mission, interactions with other employees both inside and outside of their departments, beliefs about whether they are treated fairly, and so on. This will help management to determine the type of culture that exists and to identify areas for change.Once the current culture is understood, management must decide how the culture should be changed in order to improve results. For a culture to be effective, it should be consistent with the business environment in which the organization operates. For example, high technology firms tend to operate better using a culture that encourages sharing of information and that responds quickly to external events. As discussed previously, sharing of information and quick response to external events are fostered by frequent interaction among employees across organizational functions. If management wishes to encourage this type of behavior, they should plan events that foster more interaction among employees such as social events and ceremonies.Management should seek cultural change by modeling the behavior that they wish to encourage, and then reinforce the desired culture by taking steps such as developing visionary statements and/or slogans, celebrating employees' successes or promotions, distributing newsletters and videos that reinforce the culture, recruiting new people into the organization that are compatible with the desired culture, changing dress codes, and so on.ConclusionThis paper defined the term corporate culture and considered the rise in popularity of corporate culture in recent decades. We also looked at two different ways in which corporations can categorize their culture, and considered the benefits of a positive culture to organizations such as Wal-Mart, Southwest Airlines and Hewlett Packard. Finally, we suggested that while a positive culture should be established during a company's infancy, it is possible to change a corporation's culture should it be necessary to do so. Today's globally-competitive business environment has made a positive corporate culture a critical aspect of success for firms. No longer just a competitive advantage, it has become a prerequisite for success, allowing companies to attract and retain top employees. We strongly recommend that organizations of all sizes assess and categorize their corporate cultures, looking in particular at the impact of that culture on employee productivity and morale. Where the culture is serving to lower morale, we recommend that management take proactive steps to change the corporate culture using a top-down approach, establishing a new vision and demonstrating new behavior consistent with the revised vision. Much like national culture, our understanding of corporate culture and its impact on employee behavior is still in its infancy but one thing is for sure, culture can have a tremendouspositive impact on employees. In conclusion, we urge companies to shape their corporate culture to their advantage in improving both their employees' experience of the workplace and, in turn, improving their own profitability.Resource: Journal of Management Development 2010,853-859译文开发企业文化作为一种竞争优势资料来源: 《管理学发展》2010.第853-859页作者：格纳茨·桑德里，布莱恩·李斯摘要定义企业文化的概念，并阐述他是如何影响组织的。

企业文化建设外文翻译文献

企业文化建设外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Enterprise culture:necessary in promoting enterpriseSteven CarterThe paper investigates the effects of the Zimbabwean national culture on enterprise development. In-depth interviews were carried out with fifteen entrepreneurs and seven members of the community whose role was to support entrepreneurs. It was established that the national culture impeded enterprise development and the factors identified are: bad debt culture, let's-pull-him-downsyndrome, dependency syndrome, high living, and absence of role models, refusal to accept entrepreneurship, employing relatives and poor quality goods and services. To promote enterprise development, countries need to identify factors that make up the national culture. The paper also identifies the desired enterprise culture.INTRODUCTIONEarlier research on enterprise development mainly focused on the personal characteristics/traits of the individual, such as the need for achievement, locus of control, the ability to take risk, etc (McClelland, 1962; McClelland and Winter, 1969; Bellu, 1988; Rotter, 1966). Curran (1994) argued that traits alone were inadequate to explain entrepreneurship, and some found no direct link between traits and entrepreneurial behaviour (Bird, 1988; Guth, 2001). Hence, further research moved on to considering the environmental factors (political, cultural, economic, regulations and policies) that affect enterprise development. It was argued that countries desiring to promote enterprise development need to address these environmental factors (Telantino, 1995; UNCTAD, 1995; Gnyawaii, 1994; Bird, 1989; Chell, 1985; Vaselainen, 1999).Enterprise development has been viewed as a means of reducing unemployment, easing other social problems and as the best way of creating wealth in a country (Nolan, 2003; Storey, 2000). As a result of the above reasons, both developing and developed countries have embraced enterprise development.Like many other countries, Zimbabwe has run enterprise development programmes, created and adopted policies aimed at creating a conducive environment for enterprise development. Unfortunately, the efforts to promote enterprise development in Zimbabwe have not been successful(Mlambo, 2000; UNDP, 2000).The paper explores the factors that make up the Zimbabwean national culture relating to enterprise development. It also establishes the effects that these factors have had on enterprise development.LITERATURE REVIEWCulture is defined as a set of historically evolved, learned values, attitudes and meanings shared by the members of a given community, that inlluence their material and non-material way of life (Tayeb, 1988). These evolve through different stages of socialisation, through institutions like family, religion, formal education etc. It was further asserted that different cultures influence enterprise development differently (Hofstede, 1991). Furthermore, others believe that the national culture should be included when discussing enterprise development of the country (Wortzel, 1997; Morrison,2000). For example, it was believed that enterprise development success in USA was as a result of its culture that promotes individualism (De Pillis eta/, 1998; Wong, 2001), while failure of enterprise development in Ireland was as a result ofa culture that promotes conformity to the status quo (DePillis, 1998). In India, enterprise development encountered problems due to a culture that promoted spiritual harmony and acceptance of destiny (Dana, 2000). Similarly, entrepreneurship has not succeeded in countries where it has a bad image, where entrepreneurs are viewed as greedy, unkind, thieves, exploiters of people etc (Joyant and Warner, 1996; Morrison, 2000; Bateman, 1997). On the other hand, entenrise development succeeds in a nation that embraces it, where it is viewed as a noble way of life and especially where failure is not demonised by the society (Morrison, 2000; Wong 2001; De Pillis, 1998; Nolan, 2003). Enterprise success has also been recorded in countries where there are role models who would inspire others (De Pillis, 1998). Role models can even be members of one's immediate or extended family (Gibb, 1996). Therefore, countries can attempt to promote enterprise development by accepting and elevating the societal rolemodels and raising the practical support given to entrepreneurs (Raynolds, 1991; Specht, 1993).Entrepreneurs who enjoy 'high-living' at the expense of their enterprises have difficulties in succeeding (Spring, 1998). In both developed and developing countries, some graduates dislike being associated with working for Small to Medium Enterprises (SMEs) and self-employment. This makes it difficult for some countries to promote enterprise as it is not accepted by the very people who have the best capacity to succeed as business people and Morrison (2000) argues that formal education system is to be blamed for producing conformists and not entrepreneurs. To address this, Stevenson (1996) argues that entrepreneurship should be taught from a young age, in schools and colleges.Meyanathan (1994) demonstrated the difficulties in promoting enterprise in a country that favours a certain group of people over others; because the ones favoured will develop a sense of entitlement, whilst the neglected resent the entire system.Literature researched has discussed different aspects of culture that have affected enterprise development, but there has not been a comprehensive catalogue of these factors that make up a national culture relating to enterprise development. Hence, this paper explores the factors that make up the national culture, and, in particular, those relating to enterprise development in Zimbabwe.RESEARCH METHODThe paper seeks to explore and explain the cultural factors that have negatively affected enterprise development in Zimbabwe. There is need to answer the questions, what are the national cultural factors that have affected enterprise development in Zimbabwe, how have they affected it and why? Hence, an interpretive approach was adopted (Carson, 2001). Within interpretivism, a qualitative research approach was used. This approach allows the inclusion of tacit knowledge and experience of the researcher throughout the research process. Based on the qualitative research method,non-probabilistic (purposeful) sampling was carried out, where the respondents pointed the researcher to the next respondent (Remenyi, 2001).This is called snowballing.The sample was made up of twenty-two respondents (elites). All respondents were 'elites' chosen for their expert knowledge (Remenyi,1998; Lincoln and Guba, 1990) of enterprise development in Zimbabwe.Among them were fifteen entrepreneurs and seven respondents whose occupations or activities supported entrepreneurs. The purpose for sampling the other seven'elites' was triangulation (Remenyi, 1998;Lincoln and Guba 1990; Carson 2001). There was needed to get a different view from that of entrepreneurs, that is, those who supported the work of entrepreneurs (from financial organisations, development and training organisations and the government). These respondents had supported entrepreneurs through financing, training etc. for at least six years. All entrepreneurs interviewed were business people who had started and managed their enterprises for more than six years.Consistent with this research approach, face-to-face in-depth interviews were carried out using an interview guide. The interview guide was based on the themes that had been obtained from literature and needed further exploration. Respondents were asked to identify and discuss all factors they believed had negatively affected enterprise development in Zimbabwe.The collected data was analysed using the thematic analysis, as described by Miles and Huberman (1994), and Wengraf (2001). The research was conducted in two phases. The initial phase culminated in establishing a list of cultural factors that have affected enterprise development. After the first round ofinterviews with the 22 respondents, their responses were analysed. The results were then subjected to further scrutiny by nine respondents who had taken part in the first round of interviews, and who were hence familiar with this research and considered able to provide the sound scrutiny. Furthermore, a programme that was established to promote enterprise development was also evaluated as a way of triangulation. It was a way to find if there was any convergence on the cultural factors mentioned by the entrepreneurs as having negatively affected enterprise development and those that had affected the programme. Therefore, the second round ofinterviews and an evaluation of the enterprise developing programme were to provide further verification, a way of improvingtrustworthiness and rigour.The research methodology adopted allows the researcher to use tacit knowledge and experience throughout the process; hence there will be instances (in presenting the findings) where some assertions are not sourced,but are attributed to the researchers' knowledge and experience of Zimbabwe.Consistent with the research method, in presenting findings of this research, a summary of the respondents' views is provided and to emphasise this position some quotations are included in the text and a sample of others can be found in.One respondent said: remember, our culture does not necessarily promote people who succeed. Success is not very much part of our culture.From the respondents' point of view, one of the reasons why enterprise development did not flourish in Zimbabwe was its national culture.The factors that make up the Zimbabwean national culture and have negatively affected enterprise development are: bad-debt culture, absence of role models, let's pull-him-down syndrome, dependency syndrome, poor quality goods and service delivery, refusing to accept entrepreneurship as a way of life, employing relatives (kith and kin) and high living.The above factors will now be elaboratedBad-debt CultureOne entrepreneur said: people do not payback because there is bad debt culture; it is bad debt culture, which we need to jight. United Merchant Bank (UMB) went under, it went down because people were not paying back, though the owner had wanted to help fellow indigenous people.Although some respondents held this view, it should be noted that non-payment was not the only reason why UMB went into liquidation.UMB was established at the height ofindigenisation and by an indigenous entrepreneur. UMB considered itself a champion ofindigenisation and accused the traditional multinational banks of failing to support indigenous entrepreneurs. On a weekly basis, this bank advertised in the national press, the need to indigenise and made the accusations mentioned above.According to UMB, the traditional banks' lending conditions were too strict and their demands could not be easily met by most indigenous entrepreneurs; for example,collateral and own contribution. Consequently,UMB urged them to follow its example of relaxing the borrowing requirements, where collateral was less emphasised than other aspects likeproject viability and management. As a result, good project proposals (on paper) were produced, received funding; unfortunately, money was not paid back and without collateral the bank could not recover its debts and it went into liquidation. As a result, depositors' funds were lost. In short,UMB did not follow prudent lending practice; hence, it is as much to blame as the borrowers who failed to pay back. UMB failed to take into cognisance the bad-debt cultural dimension among its borrowers.Enterprise Culture: Necessary In Promoting EnterpriseThere has been ample evidence to support this assertion. The research established that in 1992, the government made available Z$100 million to support indigenous businesses and the default rate for this money was about twenty eight percent (28%). In 1994, the government provided $400 million for indigenous enterprises and the default rate for this facility was about thirty two percent (32%). In 1997, the World Bank and the government made another 2$700 million available and the default rate was about thirty one percent (31%). In 2000, the government availed 2$4 billion as a revolving fund for enterprise development and by 2002 0nly $2billion could be revolved, the rest was lost to bad debtors. There are other examples, where certain individuals have borrowed from banks and not paid back. For example, Mr. Sibanda (not his real name) who is now a well known property mogul in Zimbabwe; has borrowed huge amounts from different banks to buy several companies (one company was a shoe making company, another manufacturing conglomerate, bought shares in a cement making company and others) and has been a bad debtor. Through his property developing company, he developed properties using borrowed money from a building society and did not pay back. The building society later on went into financial difficulties (not necessarily because of him alone) and had to be rescued by the Central Bank.The aspect of bad debt culture relates to the fact that entrepreneurs likeborrowing, but not paying back what they borrow. It was established that those who lend to the entrepreneurs face major challenges in collecting their debts from the borrowers. Respondents believed that many entrepreneurs are under the impression that one can borrow but not necessarily need to pay back. As a result of this culture and resultant behaviour, some programmes (including donor money mentioned above) that lent money to SMEs have had high default rates.Date Source: Steven Carter.Enterprise culture:necessary in promoting enterprise;less- ons from enterprise development in Zimbabwe[J]. Journal of Enterpring Culture,2006 (3):P177-198译文：企业文化：促进企业的必备要素史蒂文·卡特本论文研究的是津巴布韦国家文化对企业发展方面的影响。

企业文化是企业持续竞争优势的重要来源英译汉

毕业论文附件：英译汉（译文）题目：企业文化是企业持续竞争优势的重要来源译文：1.绪论可持续的竞争优势是指相对于竞争对手处于一个优越的地位，它在公司的发展中带来长期的竞争优势，帮助公司长期维持比同行业平均水平更高的利润额。

所以，一个企业要想获得比同行业平均水平更高的利润和可持续的发展，就应当有一个可持续的竞争优势。

因此，对这一领域的研究已成为一个热门话题。

许多研究人员研究作为竞争优势来源的企业文化。

埃德加阁下沙在他的著作“企业文化生存指南：关于文化变迁的意义与无意义”中指出，组织文化是非常重要的，因为它能决定一个公司的战略目标和运作模式。

来自哈佛大学的教授科特和赫斯克特研究了企业文化与该公司长期利润的相关性。

他们在著作“企业文化与绩效”中指出：企业文化意味着一个公司的长期大量利润。

M.Lemon和P.S.Sahota研究了组织文化对企业创新能力的影响。

刘光明在他的论文“核心价值观是第一生产力”中指出：企业文化是最主要的核心竞争力。

根据先前对这一领域的研究，我们提出，优秀的企业文化是企业可持续竞争优势的重要来源。

目前国内外关于企业文化与竞争力的关系研究众多，但比较明确和深刻的理论却很少，在这一领域研究的基础上，我们提出了优秀的企业文化是企业持续竞争优势重要来源的理论。

2.持续竞争优势源泉的特性持续的竞争优势被认为是可持续的优化和升级，在这个过程中，企业的动态的与外部环境交换物质和能量，而不是保持静止状态的一些特有的竞争优势。

在这种情况下，“可持续”是有关竞争者的模仿。

然而，上面提到的竞争对手，不仅在于同行业中明确的竞争对手，还包括将来欲进入该行业的潜在竞争者。

只有当公司实行创新战略，才能不被竞争对手模仿，才能使公司拥有持续的竞争优势。

这样，持续竞争优势的来源应该有以下三个特点：（1）价值性：作为持续的竞争优势来源，它应当有低运行成本的战略价值，与此同时，它可以给客户提供独特的价值和效益，最终帮助企业获得比同行业平均水平更高的收益。

企业文化重要性的英语作文

企业文化重要性的英语作文Corporate culture plays a crucial role in shaping the identity and success of a company. It encompasses the values, beliefs, and behaviors that define the way employees interact with each other, with customers, and with the world at large. A strong corporate culture can enhance employee satisfaction, improve productivity, and ultimately contribute to the overall success of the organization.First and foremost, a positive corporate culture helpsto attract and retain top talent. When employees feel a strong sense of belonging and alignment with the values of the company, they are more likely to stay with the organization for the long term. This reduces turnover rates and the costs associated with recruiting and training new employees. Additionally, a positive corporate culture can motivate employees to perform at their best, leading to increased productivity and higher levels of job satisfaction.Furthermore, a strong corporate culture can also improve customer satisfaction. When employees are aligned with thevalues of the company and feel empowered to make decisions that benefit the customer, they are more likely to provide exceptional service. This can lead to increased customer loyalty and positive word-of-mouth referrals, ultimately contributing to the growth and success of the business.In addition to attracting top talent and improving customer satisfaction, a positive corporate culture can also foster innovation and creativity within the organization. When employees feel valued, respected, and encouraged to share their ideas, they are more likely to think outside the box and come up with new and innovative solutions to challenges. This can give the company a competitive edge in the marketplace and help drive growth and success.Overall, corporate culture is an essential component of any successful organization. It sets the tone for how employees interact with each other and with customers, and can have a significant impact on employee satisfaction, productivity, and overall success. By fostering a positive corporate culture, companies can attract and retain toptalent, improve customer satisfaction, and drive innovation and growth.企业文化对于塑造公司的身份和成功至关重要。

企业文化重要性的英语作文

企业文化重要性的英语作文英文回答：Corporate culture, the shared values, beliefs, and behaviors that characterize an organization, plays acrucial role in shaping its success. It influences everything from employee morale and productivity to customer satisfaction and financial performance.1. Sets Direction and Alignment: Corporate culture provides a guiding force for employees, aligning their actions with the organization's goals. It establishes clear expectations, promotes a shared understanding of roles and responsibilities, and fosters a sense of purpose and belonging.2. Attracts and Retains Top Talent: Organizations with strong cultures are more likely to attract and retain talented individuals who resonate with their values. These employees feel connected to their work, are more engaged,and contribute to a positive work environment.3. Improves Employee Engagement: A positive culture fosters a sense of trust, respect, and camaraderie among employees. Engaged employees are more motivated, perform better, and stay with the organization for longer periods.4. Enhances Customer Satisfaction: Companies with strong customer-centric cultures prioritize customer needs and strive to exceed expectations. Employees who embody the company's values are likely to provide exceptional service, leading to satisfied and loyal customers.5. Builds Brand Reputation: A well-defined corporate culture shapes the public's perception of an organization. Positive cultures build trust and credibility, attracting investors, partners, and customers.6. Supports Innovation and Adaptability: Cultures that encourage creativity and risk-taking foster innovation and adaptability. Employees feel empowered to challenge the status quo, generate new ideas, and drive organizationalgrowth.7. Improves Financial Performance: Research has shown a strong correlation between positive corporate culture and financial success. Organizations with strong cultures tendto have higher levels of profitability, productivity, and shareholder returns.中文回答：企业文化的重要性。

企业文化英语作文120词

The Essence of Corporate CultureIn the modern business world, the concept of corporate culture has become increasingly significant. It encompasses the values, beliefs, traditions, and behaviors that shape an organization's identity and influence its operations. A robust corporate culture not only enhances employee engagement and satisfaction but also acts as a key differentiator in the competitive marketplace.The foundation of a healthy corporate culture is built on trust and transparency. When employees feel valued and respected, they are more likely to exhibit loyalty and dedication towards the organization. Such a culture fosters innovation, creativity, and risk-taking, which are crucial for sustainable growth and success.Moreover, a strong corporate culture aligns the goals and objectives of the organization with those of its employees. This alignment ensures that everyone is working towards the same vision, mission, and values, creating a sense of unity and purpose. It also encourages employees to take ownership of their work, feeling accountable for theiractions and contributions to the overall success of the company.In conclusion, corporate culture is the invisible hand that guides an organization towards its desired destination. It is the driving force that propels employees to performto their utmost capabilities, fostering a positive work environment that attracts and retains talent, and drives sustainable growth and profitability.**企业文化的精髓**在现代商业世界中，企业文化的概念变得越来越重要。

公司文化的重要性英语作文

公司文化的重要性英语作文English:Company culture plays a crucial role in shaping the identity, values, and behaviors of an organization. It sets the tone for how employees interact with each other, how decisions are made, and ultimately impacts the overall success of the business. A strong company culture can attract and retain top talent, improve employee morale, foster innovation, and drive productivity. It creates a sense of belonging and purpose among employees, leading to higher engagement and commitment to the organization's goals. Additionally, a positive company culture can enhance customer satisfaction and loyalty, as employees who feel valued and supported are more likely to provide exceptional service. Ultimately, a well-defined and positive company culture can be a competitive advantage in today's business environment, distinguishing an organization from its competitors and contributing to long-term success.Translated content:公司文化在塑造组织的身份，价值观和行为方面发挥着至关重要的作用。

关于企业文化我的看法英语作文

关于企业文化我的看法英语作文英文回答：Corporate culture has become an increasingly important aspect of business in recent years. It has been shown to have a significant impact on various aspects of an organization, including employee motivation, customer satisfaction, and profitability.There are many different definitions of corporate culture, but it can generally be described as the shared values, beliefs, and behaviors of an organization's employees. These values, beliefs, and behaviors influence how employees interact with each other, with customers, and with the organization itself.A strong corporate culture can provide a number of benefits for a company. It can help to:Increase employee motivation: Employees who aremotivated are more likely to be productive and engaged in their work. A strong corporate culture can create a sense of purpose and meaning for employees, making them feel like they are contributing to something greater than themselves.Improve customer satisfaction: Customers are more likely to do business with companies that they trust and respect. A strong corporate culture can help to build trust and respect by creating a positive work environment and providing excellent customer service.Increase profitability: Companies with a strong corporate culture are often more profitable than those with a weak corporate culture. This is because a strong corporate culture can lead to increased productivity, reduced turnover, and improved customer satisfaction.There are a number of things that companies can do to develop a strong corporate culture. Some important steps include:Define the company's values and beliefs: The firststep to developing a strong corporate culture is to define the company's values and beliefs. These values and beliefs should be shared by all employees and should be reflected in the company's policies, procedures, and behaviors.Communicate the company's values and beliefs to employees: Once the company's values and beliefs have been defined, it is important to communicate them to employees. This can be done through a variety of channels, such as training, meetings, and company publications.Reinforce the company's values and beliefs: The company's values and beliefs should be reinforced through the company's policies, procedures, and behaviors. For example, a company that values customer service should provide excellent customer service training to its employees.Hire employees who fit the company's culture: When hiring new employees, it is important to find people who fit the company's culture. This means hiring people who share the company's values and beliefs and who are willingto contribute to the company's success.Develop a positive work environment: A positive work environment is essential for a strong corporate culture. Employees who feel appreciated, respected, and supported are more likely to be motivated and engaged in their work.Developing a strong corporate culture is not easy, but it is essential for any company that wants to succeed in the long run. By taking the time to define, communicate, and reinforce the company's values and beliefs, companies can create a positive work environment that attracts and retains top talent, increases customer satisfaction, and boosts profitability.中文回答：企业文化。

我认为的企业文化英语作文

我认为的企业文化英语作文Corporate culture plays a significant role in shaping the overall atmosphere and success of a company. 企业文化在塑造公司整体氛围和成功方面起着重要作用。

It encompasses the values, beliefs, behaviors, and attitudes that define the way employees interact with each other and with customers. 它涵盖了价值观、信仰、行为和态度，定义了员工之间以及员工与客户互动的方式。

A strong and positive corporate culture can lead to increased employee morale, better workplace relationships, and improved productivity. 一个强大和积极的企业文化可以带来提高员工士气、改善工作关系和提高生产力。

It also helps attract and retain top talent, as employees are more likely to stay with a company that aligns with their own values and beliefs. 它还有助于吸引和留住顶尖人才，因为员工更有可能留在与自己的价值观和信仰相符的公司。

One aspect of a company's culture that is particularly important is its inclusivity and diversity. 一个公司文化中特别重要的一个方面是其包容性和多样性。

Companies that value and embrace diversity are more likely to attract a wider range of perspectives and ideas, leading to greater innovation and creativity. 那些重视并拥抱多样性的公司更有可能吸引更广泛的观点和想法，从而带来更大的创新和创造力。

公司文化的重要性英语作文

The Vital Importance of Company Culture In the fast-paced and ever-evolving world of business, the significance of company culture cannot be overstated. It is the invisible force that guides employees, shapes brand identity, and determines the overall success of an organization. This essay delves into the importance of company culture, exploring its role in attracting and retaining talent, enhancing employee engagement, fostering innovation, and shaping a positive brand image.Firstly, company culture is crucial in attracting and retaining top talent. In today's competitive job market, prospective employees are not just looking for a salary; they are seeking a workplace where they can grow, learn, and contribute to a mission they believe in. A positive company culture that values diversity, inclusivity, and continuous learning sends a clear message to potential hires that the organization cares about its employees' well-being and professional development. This, in turn, increases the likelihood of attracting candidates with the right skills and mindset, who are more likely to stay longer and contribute more to the organization's growth.Secondly, a strong company culture enhances employee engagement and productivity. When employees feel valued and appreciated, they are more likely to be engaged in their work, take ownership of their responsibilities, and go above and beyond to achieve their goals. A positive culture fosters a sense of belonging and motivation that translates into increased productivity, creativity, and innovation. This, in turn, leads to improved performance andprofitability for the company.Moreover, a healthy company culture fosters innovation and creativity. In a culture that encourages experimentation, risk-taking, and open communication, employees feel empowered to share their ideas and suggestions freely. This open exchange of ideas leads to a more innovative and adaptive work environment where new solutions and opportunities are constantly being explored. Such an environment is crucial for companies seeking to stay ahead of the competition and capitalize on market opportunities.Lastly, company culture plays a pivotal role in shaping a positive brand image. Consumers today are increasinglyconscious of the values and ethics of the brands they support. A company that stands for something beyond just making a profit – one that prioritizes employee welfare, environmental sustainability, or social responsibility –is more likely to resonate with consumers and build brand loyalty. A strong company culture that aligns with these values acts as a powerful marketing tool, differentiating the brand in a crowded marketplace.In conclusion, the importance of company culture cannot be overstated. It is the invisible force that binds an organization together, shapes its identity, and drives its success. By fostering a positive, inclusive, and innovative culture, companies can attract and retain top talent, enhance employee engagement and productivity, foster creativity and innovation, and build a powerful brand image that resonates with consumers. In the end, it is theculture that makes a company unique and sets it on a path of sustained growth and success.**公司文化的重要性**在商业世界快速且不断变化的过程中，公司文化的重要性再怎么强调也不为过。

创造企业文化英文作文

创造企业文化英文作文英文：Creating a strong company culture is essential for the success of any business. A positive and inclusive culture can help to attract and retain top talent, improve employee morale, and ultimately drive better business results. So, how do we go about creating a company culture that truly reflects our values and goals?First and foremost, it's important to clearly define and communicate the company's mission, vision, and core values. This provides a framework for the culture we want to create and helps to align everyone within the organization towards a common goal. For example, at my previous company, the CEO made it a point to regularly communicate the company's mission and values through all-hands meetings, internal newsletters, and even through small gestures like personalized thank-you notes for employees who exemplified the company's values.Another important aspect of creating a strong company culture is fostering open communication and transparency. This means creating an environment where employees feel comfortable sharing their ideas, concerns, and feedback. For instance, at a company I worked for, we had regular "town hall" meetings where employees could ask the leadership team anything they wanted, and the leadership team would provide honest and transparent answers. This helped to build trust and a sense of community within the organization.In addition to communication, it's also crucial to recognize and reward employees who embody the company's values. This can be done through formal recognition programs, such as "employee of the month" awards, or simply through verbal praise and acknowledgment. I remember at a previous company, the HR team implemented a peer-to-peer recognition program where employees could nominate their colleagues for demonstrating the company's values, and the nominees would receive a small token of appreciation. This not only reinforced the desired behaviors but also boostedmorale and camaraderie among employees.Furthermore, creating a strong company culture also involves providing opportunities for professional and personal development. This can include offering training and mentorship programs, as well as promoting work-life balance. For example, at a tech startup I worked for, the company offered a "hackathon" event where employees could work on passion projects outside of their regular responsibilities. This not only encouraged creativity and innovation but also showed that the company valued and supported the personal growth of its employees.Finally, it's important to lead by example. The leadership team plays a crucial role in shaping the company culture, so it's essential for them to embody the values and behaviors they want to see in their employees. This means being accessible, approachable, and demonstrating integrity and accountability in their actions. I've seen firsthand how a CEO's behavior can greatly influence the overall culture of the company, so it's crucial for leaders to walk the talk.In conclusion, creating a strong company culturerequires a concerted effort from all levels of the organization. By clearly defining values, fostering open communication, recognizing and rewarding employees,providing development opportunities, and leading by example, we can create a culture that not only reflects our values and goals but also drives the success of the business.中文：创造一个强大的企业文化对于任何企业的成功都至关重要。

商务英语笔译之企业文化

Mission Statement To make the world more open and connected.
Strategic Hiring The hiring process is easily reflective of the values and greatly adds
corporate culture at Facebook. Every new hire has to meet the criteria set through the company values. Ensuring that each new employee fully understands the goals and direction of the business. CEO Sheryl Sandberg makes it clear that much of the culture that Facebook has, comes from the quality of employees that have been hired.
商务笔译教程
UNIT 12
企业文化
Part I 翻译任务
An insight into the Corporate Culture at Facebook
Many pegging the great corporate culture as the reason Facebook has risen as high and fast as it has.
Office Layout
The corporate culture at Facebook is empowering and inspiring to all who stroll through the doors. Aiming to have a “frictionless” work space, Facebook has everyone working together on big, white, communal desks.Even Zuckerberg doesn’t have an office. Instead, opting to work alongside the other employees in the“bull-pen” like workspace. Potentially having an intern work alongside the CEO is incredibly

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