企业文化英文文献
英文版 企业文化
Corporate Culture
The essential part of Corporate
The corporate culture is also known as the organizational culture of an organization by the values , beliefs, rituals, symbols, ways of doing things such as the composition of its unique cultural image.
The Function of Corporate Culture
Function of corporate culture is divided into the guiding function and constraint functions.
1.Guiding Function
The so-called orientation function is through its business to conduct its leaders and workers from the guiding role .Oriented corporate culture is mainly reflected in the following two aspects, that is business philosophy and values guiding, The guidelines of the corporate objectives
The Concept of Corporate Culture
Elements of
Corporate Culture
外国企业文化文献
外国企业文化文献1. Hofstede, G. (1980). Culture's Consequences: International Differences in Work-Related Values. Beverly Hills, CA: Sage Publications.- This book explores the impact of culture on work-related values and behaviors in different countries. It provides a comprehensive framework for understanding and comparing cultural differences and their implications for multinational companies.2. Trompenaars, F., & Hampden-Turner, C. (1997). Riding the waves of culture: Understanding cultural diversity in business. New York: McGraw-Hill.- This book offers insights into cultural differences in business practices and provides practical advice for managing cultural diversity in multinational companies. It presents a model for understanding and navigating cultural differences in different business contexts.3. Adler, N. J. (2008). International dimensions of organizational behavior. Mason, OH: South-Western/Cengage Learning.- This textbook provides an overview of various aspects of organizational behavior in an international context. It covers topics such as cross-cultural communication, leadership, motivation, andteamwork, offering insights into the challenges and opportunities of managing multinational teams.4. Hall, E. T. (1976). Beyond culture. New York: Doubleday.- In this book, Edward T. Hall explores the concept of culture and its impact on communication and behavior. It delves into the differences between high-context and low-context cultures and provides valuable insights for understanding and navigating cultural differences in international business settings.5. Schein, E. H. (2010). Organizational culture and leadership. San Francisco, CA: Jossey-Bass.- This book examines the role of organizational culture in shaping the behavior and performance of companies. It explores the various layers of culture within organizations and offers practical guidance for managing and transforming company culture in a global context.These references provide a range of perspectives on the topic of foreign company culture and can serve as valuable resources for understanding and managing cultural differences in international business.。
企业文化外文参考文献
企业文化外文参考文献Corporate CultureThe concept of enterprise cultureEnterprise culture is formed in the long-term of the venture and development process among the enterprise staf. They cultivate the common goal, the highest value standard, basic beliefs and behavior. It contains a very rich content, including business philosophy, value concept, the spirit of enterprise, enterprise morality, group consciousness, enterprise image, enterprise system. Its core is thespirit of the enterprise and values.The value of enterprise culture1.Enterprise culture affects the enterprise’s lifeCulture is informal. But it exist everywhere and every time. In the developing of an enterprise, things informal is more important than that of formal, software is usually more important the hardware. This is not only the character of modern economy, but also the outcome of enterprise culture’s effect in long time.Enterprise culture is the spirit of the enterprise, is the powerthat drives the enterprise developing, and is the best way for the enterprise to get the growth of its economy. The development needs culture and the culture can support the development. In any case, there will be no long time development without culture’ support.2.Enterprise culture builds the enterprise’s core competenceThe 1960’s the core content of enterprise competition istechnology , in the 70 s, it is management, in the 80’ s, it is marketing, in the 90’s, it is the brand, and the 21’st century thecore competition between enterprises is the culture. Enterprise's short-term prosperity can get in so many ways, but the enterprise long time growth can be only from the power of the excellent enterprise culture, the effect of suitable culture on the development and growth of enterprises is huge, because it has infinite driving force on the staff.The spirit and ideas is the core of the enterprise’s culture. Whena good enterprise culture establishment, it brings the wisdom of the group, the spirit of collaboration, fresh vitality, this is equivalentto for enterprise with a powerful engine for enterprise innovation and development, and can uninterruptedly supply spiritual power for the enterprise.Culture the best way to mobilize the staff of an enterprise. Itbrings staff home feeling in their work. It is the resource of the cohesive power inside and the expansionary force outside of the enterprise.The concept of brand cultureBrand culture is the core of brand value, it include the value concept, grade, appeal, express feelings of the brand, the value of the brand culture is that it brings items of the brand to the flourishspirit world of human being. Brand culture not only can bring people good feeling but also improve the core competence of the brand.Brand culture mainly has three level content: the first level is the brand value system, which is made up of a series of concept of brand owners and operators, including the pursuit of quality concept, management concept, service concept, social concept and so on; The second level is the behavior model of the brand, including theoperator’s management and marketing strategy, marketdevelopment means, transmission channels, service mechanism and attitude, etc. The third level is the brand in the visual image level. This aspect mainly includes the name of the brand, brand appeal, brand identification, product external image and so on. The brand culture construction is development of urban rail transit and bus transit integration and optimization, in partial replacement of the main buslines function. Rail transport has the advantage of speed, capacity, and attracted more passengers riding to reduce private car travel, achieve the purpose of alleviating traffic congestion. Only rely on existing the process to adapt to the consumer demand, realize the brand image, maintenance for goals, and complete the heart contract between the brand and the consumer.The concept of culture marketing powerCulture marketing power is that enterprises, through the cultural marketing, get strong marketing idea, super marketing image, a new marketing model, and so get strong marketing power.development of urban rail transit and bus transit integration and optimization, in partial replacement of the main bus lines function.Rail transport has the advantage of speed, capacity, and attracted more passengers riding to reduce private car travel, achieve the purpose of alleviating traffic congestion. Only rely on existing企业文化企业文化的概念企业文化是指企业全体员工在长期的创业和发展过程中培育形成，并共同遵守的最高目标，价值标准，基本信念及行为规范。
公司企业文化英文作文
公司企业文化英文作文English:Company culture is the foundation of an organization, shaping its identity, values, and behaviors. A strong company culture not only fosters a sense of belonging and unity among employees but also contributes to the overall success of the business. It is essential for companies to establish a positive and inclusive culture that promotes collaboration, innovation, and continuous improvement. By fostering open communication, trust, and transparency, employees feel empowered and motivated to work towards common goals. A positive company culture also helps attract and retain top talent, as employees are more likely to stay in an organization where they feel supported, valued, and appreciated. With a strong company culture in place, organizations can enhance employee engagement, productivity, and overall performance, ultimately driving long-term success.中文翻译:公司文化是组织的基础，塑造其身份、价值观和行为。
企业文化建设 英文文献
企业文化建设英文文献## Corporate Culture Building.Corporate culture is the shared values, beliefs, and behaviors that characterize an organization. It is a powerful force that can shape everything from employee morale to customer satisfaction. A strong corporate culture can help a company attract and retain top talent, boost productivity, and improve profitability.There are many different ways to build a strong corporate culture. Some of the most effective strategies include:Communicating values and beliefs. A company's values and beliefs should be clearly communicated to all employees. This can be done through written statements, company-wide meetings, and training programs.Setting clear expectations. Employees need to knowwhat is expected of them in terms of behavior and performance. Clear expectations help to create a consistent work environment and reduce confusion and uncertainty.Rewarding desired behaviors. When employees demonstrate desired behaviors, it is important to reward them. This can be done through bonuses, promotions, or simply verbal praise.Creating opportunities for learning and development. Employees need to have opportunities to learn and develop their skills. This can be done through training programs, workshops, and on-the-job training.Fostering a sense of community. A strong corporate culture is built on a sense of community. Employees need to feel like they are part of something bigger than themselves. This can be fostered through team-building activities, company events, and social media.Building a strong corporate culture takes time and effort. However, the benefits are well worth it. A strongcorporate culture can help a company attract and retain top talent, boost productivity, and improve profitability.## 企业文化建设。
企业文化与经营业绩 外文文献
企业文化与经营业绩外文文献以下是一些关于“企业文化与经营业绩”的外文文献：1. Kotter, , and Heskett, (1992). Corporate Culture and Performance. New York: The Free Press.2. Thompson, , Chandrasekar, N., and Clark, (2006). The impact of corporate culture on business performance: a study of the automobile industry in Australia. Journal of Management Development, 25(7), .3. Guthrie, , and Hertz, (2009). The impact of corporate culture on organizational performance: a literature review and agenda for future research. Journal of Management Development, 28(7), .4. Kraft, K., and Hwang, J. (2011). The role of corporate culture in predicting business performance: a meta-analysis. Journal of Management, 37(6), .5. Davis, , andCollins, (2004).The impact of corporate culture on the bottom line: a ten-year review. Journal of Management Development, 23(5), .这些文献对企业文化的定义、企业文化与经营业绩之间的关系、以及如何通过建立强大的企业文化来提高经营业绩等方面进行了深入的研究和探讨。
企业文化外国文献
企业文化外国文献【篇一：企业文化外文参考文献】corporate culturethe concept of enterprise cultureenterprise culture is formed in the long-term of the venture and development process among the enterprise staf. they cultivate the common goal, the highest value standard, basic beliefs and behavior. it contains a very rich content, including business philosophy, value concept, the spirit of enterprise, enterprise morality, group consciousness, enterprise image, enterprise system. its core is the spirit of the enterprise and values.the value of enterprise culture1.enterprise culture affects the enterpr ise’s lifeculture is informal. but it exist everywhere and every time. in the developing of an enterprise, things informal is more important than that of formal, software is usually more important the hardware. this is not only the character of modern ec onomy, but also the outcome of enterprise culture’s effect in long time.enterprise culture is the spirit of the enterprise, is the power that drives the enterprise developing, and is the best way for the enterprise to get the growth of its economy. the development needs culture and the culture can support the development. in any case, there will be no long time development without culture’ support.2.enterprise culture builds the enterprise’s core competence the 1960’s the core content of enterprise com petition is technology , in the 70 s, it is management, in the 80’ s, it is marketing, in the 90’s, it is the brand, and the 21’st century the core competition between enterprises is the culture. enterprises short-term prosperity can get in so many ways, but the enterprise long time growth can be only from the power of the excellent enterprise culture, the effect of suitable culture on the development and growth of enterprises is huge, because it has infinite driving force on the staff.the spirit and idea s is the core of the enterprise’s culture. when a good enterprise culture establishment, it brings thewisdom of the group, the spirit of collaboration, fresh vitality, this is equivalent to for enterprise with a powerful engine for enterprise innovation and development, and can uninterruptedly supply spiritual power for the enterprise.culture the best way to mobilize the staff of an enterprise. it brings staff home feeling in their work. it is the resource of the cohesive power inside and the expansionary force outside of the enterprise.the concept of brand culturebrand culture is the core of brand value, it include the value concept, grade, appeal, express feelings of the brand, the value of the brand culture is that it brings items of the brand to the flourish spirit world of human being. brand culture not only can bring people good feeling but also improve the core competence of the brand.brand culture mainly has three level content: the first level is the brand value system, which is made up of a series of concept of brand owners and operators, including the pursuit of quality concept, management concept, service concept, social concept and so on; the second level is the behavior model of the brand, including the operator’s management and marketing strategy, market development means, transmission channels, service mechanism and attitude, etc. the third level is the brand in the visual image level. this aspect mainly includes the name of the brand, brand appeal, brand identification, product external image and so on. the brand culture construction isthe process to adapt to the consumer demand, realize the brand image, maintenance for goals, and complete the heart contract between the brand and the consumer.the concept of culture marketing powerculture marketing power is that enterprises, through the cultural marketing, get strong marketing idea, super marketing image, a new marketing model, and so get strong marketing power.译文1企业文化企业文化的概念企业文化是指企业全体员工在长期的创业和发展过程中培育形成，并共同遵守的最高目标，价值标准，基本信念及行为规范。
企业文化英文文献
Corporate Culture and the Bottom LineERIC FLAMHOLTZ, University of California at Los AngelesThe paper deals with the effects of corporate culture on financial performance. Previous authors have suggested that culture has an impact on financial performance. Unlike previous studies which have only examined the effects of culture on financial performance using cross sectional data, this study was done in a single organization. The company had twenty relatively comparable divisions, and provides a somewhat rare, if not unique, opportunity to assess the effects of corporate culture on financial performance. The results, using a regression analysis, suggest that there is a statistically significant relationship (at 0.05 level) between culture and financial performance (measured by ‘EBIT,’ or earnings before interest and taxes). Thus these results provide support for the previously hypothesized relationship between culture and financial performance with significant implications for management theory and practice 2001 Published by Elsevier Science Ltd. All rights reserved.Keywords: Corporate culture, Organizational performance, Financial performanceDuring the past decade it has become recognized that ‘corporate culture’ has a significant impact on overall organizational performance (Siehl and Martin, 1990; Kotter and Heskett, 1992).Explicitly or implicitly, it has been presumed that corporate culture affects the overall financial performance of a firm.In spite of this presumption, there has been very little empirical research dealing with the financial effects of corporate culture. In one notable exception, Kotter and Heskett (1992) conducted macro-level research on different companies, and compared samples of (a priori) ‘strong culture companies’ with‘weak culture companies’ (1992, p. 19) from 22 different industries.However, neither they nor others have done much research on the effects of culture on financial performance of a single firm. In part, this might be due to the difficulties of gaining a suitable research site. Nevertheless, there is a gap in our understanding of this phenomenon. Accordingly, the purpose of this article is to report the results of a field study of the impact of corporate culture on the ‘bottom line,’ or financial performance, of a firm. It presents the results of a relatively singular opportunity to investigate the relationship between corporate culture and financial performance in a single firm.The Nature of CultureThe concept of corporate culture has become embedded in management vocabulary and thought. Although there are many different definitions of the concept, the central notion is that culture relates to core organizational values. In turn, values are things which are important to organizations and underpin decisions and behavior. All organizations have cultures or sets of values which influence the way people behave in a variety of areas, such as treatment of customers, standards of performance, innovation, etc. An increasing number of successful organizations have, at least in part, attributed their success to effective culture management. For example, Starbucks Coffee Company, which has grown from just two retail stores in Seattle (USA) to more than 2500 stores world-wide during the past decade, views culture as a c ritical factor in the organization’s success (Schultz and Yang, 1997; Flamholtz and Randle, 1998). Specifically, the company’s paradigm is that: ‘the way we treat our people affects theyway our people treat our customers, and, in turn, our success, which includes financial performance.’ This belief has led the company to a number of human resource practices that are designed to enhance people’s feeling of being valued by the company. These include the widespread use of stock options and the practice of providing full benefits to all employees who work more than 20 hours per week. There are many areas in which corporate culture influences behavior and decision-making. However, there appear to be four key areas in which all organizations must manage their culture or values: (1) the treatment of customers, (2) the treatment of an organization’s own people or human capital, (3) standards of organizational performance, and (4) notions of accountability. These are the ‘key areas of cultural concern’ for all organ izations. Naturally, there are also many other areas of organizational performance that are of concern, but these tend to be more idiosyncratic to specific firms. Such additional areas can include beliefs with respect to innovation, corporate citizenship, openness to change, as well as others.Culture and Organizational PerformanceThe basic paradigm underlying the notion that culture affects performance is based upon a few key ideas. The first is that culture affects goal attainment. More specifically, com panies with ‘strong’ cultures are more likely to achieve their goals than those with relatively ‘weak’ cultures. So-called‘strong-culture organizations’ are thought to have a higher degree of organizational success (measured in market value or other financial measures of performance), because of a believed link to motivation. As stated by Kotter and Heskett, strong cultures are often said to help business performance because they create an unusual level of motivation in employees (1992, p.16).In addition to the hypothesized relationship between culture and financial performance, culture also has come to be viewed as component of other organizational effectiveness or success models (Flamholtz and Randle, 1998, 2000). It has been theorized that the role of culture, as part of a six factor framework, explains organizational effectiveness and, in turn, financial performance (Flamholtz, 1995; Flamholtz and Randle, 1998, 2000). Specifically, culture has been viewed as a critical organizational development area, or key strategic building block, of successful organizations. This framework has, in turn, been supported by further empirical research (Flamholtz and Aksehirli, 2000).Research QuestionThe general research question this article addresses is: Is there a relationship between a corporate culture and the financial performance of an organization? There was also a more specific research question in the context of this study. We were interested in determining the relationship between: (1) the extent to which people in the divisions accepted the stated culture of the company and (2) the company’s financial performance.ResultsThe data derived and used in this comparison are shown in a graph in Figure 3. The x-axis shows a‘divisional agreement with corporate culture score.’ This is a measure of the degree of similarity between the desired corporate culture and the culture perceived to exist in each division. It can be viewed as a measure of cultural ‘buy-in’ by the divisions. The y-axis presents EBIT values for the various divisions.Appendix ABanner’s Cultural PrinciplesFor your reference, the following principles define the culture that Banner desires.Our Vision... To become the leading component supplier to the capital and durable goods industries on a global basis.Our Customers...❖We view our customers as the most important element in our business. We will listen to our customers.❖We will make business decisions with our customer’s perspective in mind.This means that we commit to thinking from an ‘outside-in’ perspective vs. th inking primarily from an internal perspective about what works best for us.❖We will treat all customers with respect. Although we may have different standards for thelevel of service we give to selected customers, we value ALL of our customers and will treat them professionally.❖We will keep our commitments to customers.❖We will use the customer’s measurements as our‘scorecard.’❖We will strive to exceed the customer’s expectations.We want to ‘delight’ our customers. To differentiate ourselves from our competition, we need to try to exceed customer’s expectations. This doesNOT mean that we will accept unreasonable requests from our customers or that we are committedto providing services that the customer will not pay for.Our People...❖Our peop le are Banner’s most valuable asset.❖We will be known for having the best people in our industry.❖At Banner, we will treat people with respect and preserve human dignity.❖We will provide a safe, clean and challenging work environment for all of our people.❖We will invest in the development of our people. We encourage people to pursue continuous personal improvement, enabling them to grow with the company.❖We will be equitable in hiring, compensation, and promotion.❖We value every employee’s inpu t.❖We will communicate openly with our employees.Performance Standards and Accountability...❖We will continuously improve in everything we do and will strive to be ‘best in class’.We will measure our performance against the highest standards. Perfection is our ultimate goal.We will also benchmark our performance against competitors.❖We expect everyone at Banner to act with honesty and integrity.Honesty is an absolute standard for all of our activities, including communication within Banner, communication with customers, and communication with external agencies. Anything less is unacceptable.❖Within Banner we will communicate clear expectations, evaluate results, give constructive feedback, and reward performance.We will implement corrective action plans when performance is less than expected.Low performance is unacceptable.We will hold business units accountable for achieving their plans.Teamwork and Communication...❖Open and timely communication on all issues (good and bad) is expected and encouraged.❖Asking for help is encouraged, and we expect assistance to be provided by anyone who has theability to help.❖We want to be recognized as Banner by everyone (customers, employees, suppliers, shareholders, and the communities in which we operate).❖All divisions will use the official Banner logo as their logo.❖At all levels of the organization, we expect decisions to be made based on what is best for Banner.In making decisions at the division level, managers will first consider what is best for Banner —before considering what is best for the division.Corporate Citizenship...❖Banner will be a good citizen of the communities in which we operate.❖We will be visible within the community.Whenever feasible, business units will make charitable contributions and participate in local civic organizations.We want our business units to be successful, so that good jobs are maintained within their local communities.❖We will be a good neighbor in maintaining plant appearance and complying with environmental standards.We will find ways to be a good neighbor, while at the same time running an economically viable plant.。
企业文化建设 英文参考文献
企业文化建设英文参考文献IntroductionCorporate culture refers to the collective values, beliefs, goals, and practices that shape the behavior and perception of an organization. It is one of the critical elements that differentiate one organization from the other. Culture has a significant impact on every aspect of an organization, such as employee engagement, productivity, and overall performance. Therefore, it is essential to develop a positive culture that aligns with the organization's goals and values. Effective corporate culture building requires a commitment at all levels of the organization, from top management to front-line employees. This paper provides a comprehensive review of significant works on corporate culture building.Impact of corporate cultureCorporate culture has a significant impact on the employees' behavior and the achievement of organizational goals. It provides a framework that guides the individual and collective decisions, behaviors, and perceptions of employees. Schumacher (2018) argues that corporate culture is the driving force behindhigh-performance organizations. He further argues that effective corporate culture-building practices create a sense of belonging, loyalty, and commitment among employees, which leads toincreased productivity and performance. This assertion is supported by the work of Denison (2012), who established through empirical research that corporate culture has a significant impact on organizational performance.Characteristics of effective corporate cultureAn effective corporate culture should be aligned with the organization's goals, values, and mission. Baker (2017) argues that culture should be designed to support the organization's strategy. In other words, culture should be purpose-driven. An effective culture should embody the principles of transparency, accountability, and fairness. A culture that promotes inclusivity and diversity leads to better organizational performance. Additionally, a culture that encourages open communication, collaboration, and innovation fosters an environment that nurtures ideas and promotes creativity.How to build corporate cultureBuilding an effective corporate culture requires a deliberate and systematic approach. The process should start with the identification of the organization's goals, values, and mission. This process should involve all stakeholders, including top management, employees, and external stakeholders such as customers. The next step is to define the cultural principles that align with the organizational goals and values. These cultural principles should be clearly stated and communicated to allstakeholders. It is essential to create a culture that allows for innovation, experimentation, and continuous learning.Leadership plays a critical role in shaping the corporate culture. Leaders should embody the cultural principles and lead by example. Leaders should inspire, motivate, and engage employees to embrace the culture. It is critical to establish a reward and recognition system that reinforces the cultural principles. Rewarding employees who embody the cultural values creates a sense of ownership, loyalty, and commitment.ConclusionEffective corporate culture-building practices are critical for defining the organization's identity, values, and mission. Corporate culture shapes the individual and collective behavior, perceptions, and decisions of employees. An effective corporate culture should be aligned with the organization's values and goals. Creating a positive culture that supports inclusivity, diversity, and innovation can lead to increased employee engagement, productivity, and organizational performance. Effective corporate culture building requires a commitment from all stakeholders, including top management, employees, and customers. It is critical to establish a deliberate and systematic approach to building the culture, which involves identifying the cultural principles, communicating them, and establishing a reward and recognition system that reinforces them. Leadership plays a critical role in shaping the corporate culture. Therefore, leadersshould embody the cultural principles and lead by example. Building a strong and positive corporate culture requires continuous effort and commitment.ReferencesBaker, R. (2017). The role of culture in generating and sustaining high performance. Journal of Organizational Culture, Communications, and Conflict, 21(1), 14-29.Denison, D. (2012). Corporate culture and organizational effectiveness. New York: Wiley.Schumacher, C. (2018). Building the performance culture: A systematic approach to driving organizational success. New Jersey: John Wiley & Sons.。
企业文化有关的文章
企业文化有关的文章英文回答：Corporate Culture: A Vital Element for Business Success.Corporate culture is the shared values, beliefs, and norms that guide how employees behave within an organization. It encompasses everything from the way employees interact with each other to the way they interact with customers and the public.A strong corporate culture can provide a number of benefits to businesses, including:Increased employee engagement and productivity: When employees feel connected to their company and its values, they are more likely to be engaged and productive.Improved customer satisfaction: Employees who arehappy with their workplace are more likely to provideexcellent customer service.Enhanced brand reputation: A strong corporate culture can help a company build a positive reputation among customers, partners, and the public.Reduced turnover: Employees who are satisfied withtheir workplace are more likely to stay with the company.Increased innovation: A culture that encourages creativity and risk-taking can lead to increased innovation.There are a number of things that businesses can do to create a strong corporate culture, including:Define the company's core values: The first step to creating a strong corporate culture is to define the company's core values. These values should be aligned with the company's mission and vision, and they should guide all aspects of the company's operations.Communicate the company's core values to employees:Once the company's core values have been defined, they need to be communicated to employees. This can be done through a variety of channels, such as employee handbooks, training programs, and company meetings.Create a work environment that supports the company's core values: The company's work environment should be designed to support the company's core values. This means creating a work environment that is respectful, supportive, and collaborative.Reward employees who embody the company's core values: Employees who embody the company's core values should be recognized and rewarded. This will help to reinforce the company's culture and encourage other employees to follow suit.中文回答：企业文化，企业成功的关键因素。
企业文化建设英文参考文献（共10篇）
企业文化建设英文参考文献（共10篇）第1篇：企业文化外文参考文献Corporate CultureThe concept of enterprise cultureEnterprise culture is formed in the long-term of the venture and development proce among the enterprise staf.They cultivate the common goal, the highest value standard, basic beliefs and behavior.It contains a very rich content, including busine philosophy, value concept, the spirit of enterprise, enterprise morality, group consciousne, enterprise image, enterprise system.Its core is the spirit of the enterprise and values.The value of enterprise culture1.Enterprise culture affects the enterprise’s lifeCulture is informal.But it exist everywhere and every time.In the developing of an enterprise, things informal is more important than that of formal, software is usually more important the hardware.This is not only the character of modern economy, but also the outcome of enterprise culture’s effect in long time.Enterprise culture is the spirit of the enterprise, is the power that drives the enterprise developing, and is the best way for the enterprise to get the growth of its economy.The development needs culture and the culture can support the development.In any case, there will be no long time deve lopment without culture’ support.2.Enterprise culture builds the enterprise’s core competenceThe 1960’s the core content of enterprise competition is technology , in the 70 s, it is management, in the 80’ s, it is marketing, in the 90’s, it is the brand, and the 21’st century the core competition between enterprises is the culture.Enterprise'sshort-term prosperity can get in so many ways, but the enterprise long time growth can be only from the power of the excellent enterprise culture, the effect of suitable culture on the development and growth of enterprises is huge, because it has infinite driving force on the staff.The spirit and ideas is the core of the enterprise’s culture.When a good enterprise culture establishment, it brings the wisdom of the group, the spirit of collaboration, fresh vitality, this is equivalent to for enterprise with a powerful engine for enterprise innovation and development, and can uninterruptedly supply spiritual power for the enterprise.Culture the best way to mobilize the staff of an enterprise.It brings staff home feeling in their work.It is the resource of the cohesive power inside and the expansionary force outside of the enterprise.The concept of brand culture Brand culture is the core of brand value, it include the value concept, grade, appeal, expre feelings of the brand, the value of the brand culture is that it brings items of the brand to the flourish spirit world of human being.Brand culture not only can bring people good feeling but also improve the core competence of the brand.Brand culture mainly has three level content: the first level is the brand value system, which is made up of a series of concept of brand owners and operators, including the pursuit of quality concept, management concept, service concept, social concept and so on;The second level is the behavior model of the brand, including the operator’s management and marketing strategy, market development means, transmiion channels, service mechanism and attitude, etc.The third level is the brand in the visual image level.This aspect mainly includes the name of the brand, brand appeal, brand identification, product external image and so on.The brand culture construction isthe proce to adapt to the consumer demand, realize the brand image, maintenance for goals, and complete the heart contract between the brand and the consumer.The concept of culture marketing powerCulture marketing power is that enterprises, through the cultural marketing, get strong marketing idea, super marketing image, a new marketing model, and so get strong marketing power.企业文化企业文化的概念企业文化是指企业全体员工在长期的创业和发展过程中培育形成，并共同遵守的最高目标，价值标准，基本信念及行为规范。
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 whichthe 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 allreflecting 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 that creates 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 forChangeIn 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 culturephenomenon 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 immediatesituation 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 begreatly 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 capitalmanagement 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。
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。
企业文化的英文摘要作文
企业文化的英文摘要作文Title: A Synopsis of Corporate Culture。
Corporate culture is the heartbeat of any organization, pulsating through its every operation, decision, and interaction. Defined as the set of shared values, beliefs, attitudes, and behaviors that characterize a company, it serves as a guiding force shaping the company's identity, reputation, and success. This synopsis aims to explore the significance, components, and impact of corporate culturein today's dynamic business landscape.At its core, corporate culture embodies the collective personality of an organization, reflecting its core principles and priorities. It is not merely a plaque on the wall or a slogan in the employee handbook but a living, breathing entity that influences how employees think, act, and collaborate. Moreover, it extends beyond the confines of the workplace, influencing how customers perceive the brand and how stakeholders engage with the company.The components of corporate culture are multifaceted, encompassing various elements that contribute to its distinct character. Firstly, organizational values serve as the cornerstone, outlining the fundamental principles and ethics that guide decision-making and behavior. These values form the moral compass of the company, aligning actions with its overarching mission and vision. Additionally, organizational norms and rituals shape the daily routines and practices within the workplace,fostering a sense of unity and belonging among employees. Whether it's casual Fridays or weekly team meetings, these rituals cultivate camaraderie and solidarity among colleagues.Furthermore, leadership plays a pivotal role in shaping corporate culture, as leaders serve as the custodians of the company's values and vision. Through their actions, words, and demeanor, leaders set the tone for the organization, modeling the behaviors and attitudes expected from employees. Effective leadership fosters trust, transparency, and accountability, nurturing a culture ofempowerment and innovation. Conversely, poor leadership can breed disengagement, distrust, and dysfunction, undermining the fabric of corporate culture.Moreover, organizational structure and communication channels influence the flow of information and decision-making within the company. A flat hierarchy promotes openness and collaboration, enabling employees to voicetheir opinions and contribute to the company's success. Conversely, a rigid hierarchy can stifle creativity and innovation, hindering adaptability and agility in the faceof change.The impact of corporate culture reverberates across all facets of the organization, shaping its performance, reputation, and long-term viability. A strong and positive culture enhances employee morale, engagement, and retention, driving productivity and innovation. It fosters a sense of purpose and belonging, motivating employees to go above and beyond in their roles. Moreover, it attracts top talent and cultivates a loyal customer base, positioning the companyfor sustained growth and competitiveness.Conversely, a toxic or dysfunctional culture can have detrimental effects on the organization, eroding trust, morale, and performance. It breeds resentment, apathy, and turnover among employees, leading to decreased productivity and increased absenteeism. Moreover, it tarnishes the company's reputation and brand image, deterring both customers and investors. Left unchecked, a negative culture can precipitate organizational decline and eventual demise.In conclusion, corporate culture is the lifeblood of any organization, permeating every aspect of its operations and identity. It shapes the company's values, behaviors, and reputation, influencing its performance and sustainability. By fostering a culture of trust, collaboration, and innovation, companies can unlock thefull potential of their employees and position themselves for long-term success in an ever-evolving business landscape.。
企业文化 英语作文
企业文化英语作文The Importance of Corporate Culture。
Corporate culture is an essential aspect of any successful business. It refers to the values, beliefs, and behaviors that contribute to the unique social and psychological environment of an organization. A strong corporate culture can have a significant impact on employee morale, productivity, and overall success.One of the most important aspects of corporate cultureis the emphasis on teamwork and collaboration. When employees feel that they are part of a cohesive team, they are more likely to work together towards common goals and support one another in their efforts. This can lead to increased productivity and a more positive work environment.Another key element of corporate culture is a focus on innovation and creativity. When employees feel empowered to think outside the box and come up with new ideas, they aremore likely to contribute to the growth and success of the company. A culture that encourages innovation can lead to a competitive edge in the marketplace and help the company stay ahead of the curve.In addition, a strong corporate culture can help to attract and retain top talent. When employees feel that they are part of a company that values their contributions and supports their professional development, they are more likely to stay with the company long-term. This can reduce turnover and save the company money on recruitment and training costs.Furthermore, a positive corporate culture can have a significant impact on customer satisfaction. When employees feel engaged and satisfied in their work, they are more likely to provide excellent customer service and represent the company in a positive light. This can lead to increased customer loyalty and repeat business.In conclusion, corporate culture plays a crucial role in the success of any business. By fostering a culture ofteamwork, innovation, and employee engagement, companies can create a positive work environment that leads to increased productivity, employee retention, and customer satisfaction. It is essential for companies to invest in developing and nurturing a strong corporate culture in order to achieve long-term success.。
什么是企业文化英语作文
什么是企业文化英语作文Corporate culture is an essential element that shapes the identity and values of an organization. It refers to the beliefs, values, norms, and behaviors that define the unique personality of a company and guide the interactions among employees, management, and other stakeholders. A strong corporate culture can drive employee engagement, foster innovation, and enhance organizational performance.One of the key components of a strong corporate culture is a clear and compelling mission and vision statement. These statements articulate the purpose and direction of the organization, providing employees with a sense of meaning and direction. A well-defined mission and vision can inspire employees to work towards a common goal and align their efforts with the overall strategic objectives of the company.Another important aspect of corporate culture is the emphasis on values and ethics. Companies that prioritize integrity, honesty, and respect in their operations are more likely to build trust with employees, customers, and partners. A commitment to ethical behavior not only enhances the reputation of the organization but also fosters a positive work environment where employees feel valued and respected.In addition to mission, vision, and values, effective communication is essential for building a strong corporate culture. Open and transparent communication channels enable employees to stay informed about company goals, initiatives, and performance. Regular feedback and recognition also play a crucial role in creating a culture of continuous improvement and employee engagement.Furthermore, a strong corporate culture promotes diversity and inclusion. Embracing diversity in the workplace can lead to a more innovative and creative workforce, as employees from different backgrounds bring unique perspectives and ideas to the table. Inclusive practices ensure that all employees feel valued and respected, regardless of their race, gender, or background.Leadership also plays a critical role in shaping corporate culture. Strong and visionary leaders who lead by example and embody the values of the organization can inspire employees to perform at their best. Effective leadership fosters a culture of trust, collaboration, and accountability, driving organizational success and growth.Overall, a strong corporate culture is essential for creating a positive work environment, driving employee engagement, and achieving organizational goals. By focusing on mission, vision, values, communication, diversity, inclusion, and leadership, companies can build a culture that empowers employees, fosters innovation, and drives sustainable growth.企业文化是塑造组织身份和价值观的重要元素。
企业文化英语范文
Building a Vibrant Workplace: The Essence ofCorporate CultureIn the fast-paced and ever-evolving world of business, the significance of corporate culture cannot be overstated. It is the invisible force that shapes the identity, values, and behaviors of an organization, influencing every aspect of its operations. A robust corporate culture not only fosters a positive work environment but also acts as a critical competitive advantage, differentiating a business from its peers.At its core, corporate culture is the shared beliefs, behaviors, and values that guide the decision-making and interactions within a company. It is the DNA of an organization, influencing how employees think, act, andfeel about their work. A strong culture aligns the goals and aspirations of individuals with those of the organization, creating a sense of purpose and belonging.To cultivate a vibrant corporate culture, it is essential to prioritize the following key elements:**Clear Vision and Values:** A company's vision and values should be clear, concise, and resonate deeply withits employees. These values should guide every decision and action, ensuring that the organization remains true to its core purpose.**Inclusive Environment:** A culture of inclusivity fosters diversity, creativity, and innovation. By embracing a range of perspectives and backgrounds, companies can leverage the unique talents and insights of their workforce, leading to better decision-making and stronger performance. **Leadership Development:** Leadership plays a pivotal role in shaping corporate culture. Leaders should embodythe values of the organization and lead by example, encouraging employees to follow suit. Additionally, they should provide opportunities for growth and development, helping employees reach their full potential.**Communication and Transparency:** Effective communication is essential for building trust and maintaining a positive work environment. Companies should strive to communicate openly and transparently, keepingemployees informed about key decisions, challenges, and opportunities.**Work-Life Balance:** Encouraging a healthy work-life balance is crucial for maintaining employee engagement and satisfaction. Companies should provide flexible work arrangements, promote a culture of well-being, andrecognize the importance of personal time and hobbies.By prioritizing these elements, companies can create a corporate culture that is vibrant, engaging, and alignedwith their strategic goals. Such a culture not onlyattracts and retains top talent but also acts as a powerful tool for driving performance, innovation, and sustained success.**塑造活力充沛的工作场所：企业文化的精髓**在快速变化和不断演进的商业世界中，企业文化的重要性不容忽视。
企业文化英语作文
企业文化英语作文In the heart of any successful business lies a set of values and principles that define its identity. This is what werefer to as corporate culture. It is the glue that binds employees together, guiding their behavior and shaping the company's image in the eyes of the world.Foundational ValuesAt the core of corporate culture are the foundational values that the company stands for. These values are often reflected in the company's mission statement and are the guiding principles that dictate how employees interact with each other, with customers, and with the community at large. For instance, a company that values innovation might encourageits employees to think creatively and take calculated risks.Work EnvironmentThe work environment is a direct manifestation of corporate culture. A company that prides itself on teamwork and collaboration will likely have an open office layout, fostering communication and idea sharing. On the other hand, a company that values individual achievement may have a more traditional, compartmentalized workspace.Employee EngagementCorporate culture also plays a significant role in employee engagement. When employees feel that their values align with those of the company, they are more likely to be engaged and committed to their work. This sense of belonging can lead to higher job satisfaction, better performance, and lower turnover rates.Customer RelationsFurthermore, corporate culture extends beyond the workplace and impacts customer relations. A company known for its excellent customer service will instill this value in its employees, leading to a customer-centric approach that enhances the overall customer experience.Continuous EvolutionIt is important to note that corporate culture is not static. It evolves with the company, adapting to changes in the business landscape and the needs of the workforce. A dynamic corporate culture is one that can embrace change and grow with the organization.ConclusionIn conclusion, corporate culture is the heartbeat of a company. It is the driving force behind the company's success and the key to attracting and retaining top talent. By fostering a strong corporate culture, a company can build a loyal workforce and establish a positive reputation in the marketplace. It is the intangible asset that can set abusiness apart from its competitors and ensure its longevity in an ever-evolving world.。
企业文化的英语作文范文
Corporate culture is the soul of an enterprise, and it is the core of the enterprises competitiveness. A good corporate culture can inspire the enthusiasm and creativity of employees, enhance the cohesion and centripetal force of the team, and promote the sustainable development of the enterprise.Firstly, the core of corporate culture is the spirit of the enterprise. It reflects the values, beliefs, and behavioral norms that the enterprise advocates. This spirit can guide employees to work together towards the same goal, forming a strong team spirit.Secondly, corporate culture can improve the quality of employees and cultivate their sense of responsibility and mission. Through various forms of training and activities, employees can continuously improve their professional skills and comprehensive qualities, better adapting to the needs of the enterprises development.Thirdly, corporate culture can enhance the image and reputation of the enterprise, increasing its competitiveness in the market. A good corporate culture can attract more outstanding talents and customers, and improve the enterprises visibility and influence.In summary, corporate culture is of great significance to the development of an enterprise. Enterprises should focus on building and promoting their corporate culture, creating a positive and upward corporate atmosphere, and achieving sustainable development of the enterprise.。
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Corporate Culture and the Bottom LineERIC FLAMHOLTZ, University of California at Los AngelesThe paper deals with the effects of corporate culture on financial performance. Previous authors have suggested that culture has an impact on financial performance. Unlike previous studies which have only examined the effects of culture on financial performance using cross sectional data, this study was done in a single organization. The company had twenty relatively comparable divisions, and provides a somewhat rare, if not unique, opportunity to assess the effects of corporate culture on financial performance. The results, using a regression analysis, suggest that there is a statistically significant relationship (at 0.05 level) between culture and financial performance (measured by ‘EBIT,’ or earnings before interest and taxes). Thus these results provide support for the previously hypothesized relationship between culture and financial performance with significant implications for management theory and practice 2001 Published by Elsevier Science Ltd. All rights reserved.Keywords: Corporate culture, Organizational performance, Financial performanceDuring the past decade it has become recognized that ‘corporate culture’ has a significant impact on overall organizational performance (Siehl and Martin, 1990; Kotter and Heskett, 1992).Explicitly or implicitly, it has been presumed that corporate culture affects the overall financial performance of a firm.In spite of this presumption, there has been very little empirical research dealing with the financial effects of corporate culture. In one notable exception, Kotter and Heskett (1992) conducted macro-level research on different companies, and compared samples of (a priori) ‘strong culture companies’ with‘weak culture companies’ (1992, p. 19) from 22 different industries.However, neither they nor others have done much research on the effects of culture on financial performance of a single firm. In part, this might be due to the difficulties of gaining a suitable research site. Nevertheless, there is a gap in our understanding of this phenomenon. Accordingly, the purpose of this article is to report the results of a field study of the impact of corporate culture on the ‘bottom line,’ or financial performance, of a firm. It presents the results of a relatively singular opportunity to investigate the relationship between corporate culture and financial performance in a single firm.The Nature of CultureThe concept of corporate culture has become embedded in management vocabulary and thought. Although there are many different definitions of the concept, the central notion is that culture relates to core organizational values. In turn, values are things which are important to organizations and underpin decisions and behavior. All organizations have cultures or sets of values which influence the way people behave in a variety of areas, such as treatment of customers, standards of performance, innovation, etc. An increasing number of successful organizations have, at least in part, attributed their success to effective culture management. For example, Starbucks Coffee Company, which has grown from just two retail stores in Seattle (USA) to more than 2500 stores world-wide during the past decade, views culture as a c ritical factor in the organization’s success (Schultz and Yang, 1997; Flamholtz and Randle, 1998). Specifically, the company’s paradigm is that: ‘the way we treat our people affects theyway our people treat our customers, and, in turn, our success, which includes financial performance.’ This belief has led the company to a number of human resource practices that are designed to enhance people’s feeling of being valued by the company. These include the widespread use of stock options and the practice of providing full benefits to all employees who work more than 20 hours per week. There are many areas in which corporate culture influences behavior and decision-making. However, there appear to be four key areas in which all organizations must manage their culture or values: (1) the treatment of customers, (2) the treatment of an organization’s own people or human capital, (3) standards of organizational performance, and (4) notions of accountability. These are the ‘key areas of cultural concern’ for all organ izations. Naturally, there are also many other areas of organizational performance that are of concern, but these tend to be more idiosyncratic to specific firms. Such additional areas can include beliefs with respect to innovation, corporate citizenship, openness to change, as well as others.Culture and Organizational PerformanceThe basic paradigm underlying the notion that culture affects performance is based upon a few key ideas. The first is that culture affects goal attainment. More specifically, com panies with ‘strong’ cultures are more likely to achieve their goals than those with relatively ‘weak’ cultures. So-called‘strong-culture organizations’ are thought to have a higher degree of organizational success (measured in market value or other financial measures of performance), because of a believed link to motivation. As stated by Kotter and Heskett, strong cultures are often said to help business performance because they create an unusual level of motivation in employees (1992, p.16).In addition to the hypothesized relationship between culture and financial performance, culture also has come to be viewed as component of other organizational effectiveness or success models (Flamholtz and Randle, 1998, 2000). It has been theorized that the role of culture, as part of a six factor framework, explains organizational effectiveness and, in turn, financial performance (Flamholtz, 1995; Flamholtz and Randle, 1998, 2000). Specifically, culture has been viewed as a critical organizational development area, or key strategic building block, of successful organizations. This framework has, in turn, been supported by further empirical research (Flamholtz and Aksehirli, 2000).Research QuestionThe general research question this article addresses is: Is there a relationship between a corporate culture and the financial performance of an organization? There was also a more specific research question in the context of this study. We were interested in determining the relationship between: (1) the extent to which people in the divisions accepted the stated culture of the company and (2) the company’s financial performance.ResultsThe data derived and used in this comparison are shown in a graph in Figure 3. The x-axis shows a‘divisional agreement with corporate culture score.’ This is a measure of the degree of similarity between the desired corporate culture and the culture perceived to exist in each division. It can be viewed as a measure of cultural ‘buy-in’ by the divisions. The y-axis presents EBIT values for the various divisions.Appendix ABanner’s Cultural PrinciplesFor your reference, the following principles define the culture that Banner desires.Our Vision... To become the leading component supplier to the capital and durable goods industries on a global basis.Our Customers...❖We view our customers as the most important element in our business. We will listen to our customers.❖We will make business decisions with our customer’s perspective in mind.This means that we commit to thinking from an ‘outside-in’ perspective vs. th inking primarily from an internal perspective about what works best for us.❖We will treat all customers with respect. Although we may have different standards for thelevel of service we give to selected customers, we value ALL of our customers and will treat them professionally.❖We will keep our commitments to customers.❖We will use the customer’s measurements as our‘scorecard.’❖We will strive to exceed the customer’s expectations.We want to ‘delight’ our customers. To differentiate ourselves from our competition, we need to try to exceed customer’s expectations. This doesNOT mean that we will accept unreasonable requests from our customers or that we are committedto providing services that the customer will not pay for.Our People...❖Our peop le are Banner’s most valuable asset.❖We will be known for having the best people in our industry.❖At Banner, we will treat people with respect and preserve human dignity.❖We will provide a safe, clean and challenging work environment for all of our people.❖We will invest in the development of our people. We encourage people to pursue continuous personal improvement, enabling them to grow with the company.❖We will be equitable in hiring, compensation, and promotion.❖We value every employee’s inpu t.❖We will communicate openly with our employees.Performance Standards and Accountability...❖We will continuously improve in everything we do and will strive to be ‘best in class’.We will measure our performance against the highest standards. Perfection is our ultimate goal.We will also benchmark our performance against competitors.❖We expect everyone at Banner to act with honesty and integrity.Honesty is an absolute standard for all of our activities, including communication within Banner, communication with customers, and communication with external agencies. Anything less is unacceptable.❖Within Banner we will communicate clear expectations, evaluate results, give constructive feedback, and reward performance.We will implement corrective action plans when performance is less than expected.Low performance is unacceptable.We will hold business units accountable for achieving their plans.Teamwork and Communication...❖Open and timely communication on all issues (good and bad) is expected and encouraged.❖Asking for help is encouraged, and we expect assistance to be provided by anyone who has theability to help.❖We want to be recognized as Banner by everyone (customers, employees, suppliers, shareholders, and the communities in which we operate).❖All divisions will use the official Banner logo as their logo.❖At all levels of the organization, we expect decisions to be made based on what is best for Banner.In making decisions at the division level, managers will first consider what is best for Banner —before considering what is best for the division.Corporate Citizenship...❖Banner will be a good citizen of the communities in which we operate.❖We will be visible within the community.Whenever feasible, business units will make charitable contributions and participate in local civic organizations.We want our business units to be successful, so that good jobs are maintained within their local communities.❖We will be a good neighbor in maintaining plant appearance and complying with environmental standards.We will find ways to be a good neighbor, while at the same time running an economically viable plant.。