企业文化外文参考文献

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企业品牌文化建设外文文献翻译最新译文3000多字

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

企业文化【外文翻译】

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

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.。

企业文化论文参考文献

企业文化论文参考文献企业文化论文参考文献企业文化是企业为解决生存和发展的问题而树立形成的，被组织成员认为有效而共享，并共同遵循的基本信念和认知。

企业文化集中体现了一个企业经营管理的核心主张，以及由此产生的组织行为。

企业文化论文参考文献范本一：[1]王俊秋，倪春晖.政治关联、会计信息与银行贷款成本--基于中国民营上市公司的经验证据[J].经济与管理研究.2012(08)[2]冯延超.中国民营企业政治关联与税收负担关系的研究[J].管理评论.2012(06)[3]田效先.企业所得税的经济增长效应研究[D].东北财经大学2013[4]殷枫，许颖星.上市公司政府补助与出口行为的关系研究--基于股权性质与制度环境的视角[J].经济问题探索.2012(05)[5]陈守明，范嘉斯，余光胜.企业家人口背景特征与企业社会绩效的相关性研究[J].统计与决策.2012(06)[6]龚小凤.国有股权对本土及境外机构投资者的不同影响：信息不对称[J].财会月刊.2012(06)[7]潘红波，余明桂.支持之手、掠夺之手与异地并购[J].经济研究.2011(09)[8]李四海.制度环境、政治关系与企业捐赠[J].中国会计评论.2010(02)[9]游家兴，徐盼盼，陈淑敏.政治关联、职位壕沟与高管变更--来自中国财务困境上市公司的经验证据[J].金融研究.2010(04)[10]贾明，张喆.高管的政治关联影响公司慈善行为吗?[J].管理世界.2010(04)[11]万华林，陈信元.治理环境、企业寻租与交易成本--基于中国上市公司非生产性支出的经验证据[J].经济学(季刊).2010(02)[12]杜兴强，周泽将.政治联系方式与民营上市公司信息透明度--基于深交所信息披露考评的经验证据[J].中南财经政法大学学报.2010(01)[13]申香华.营利性组织财政补贴的成长性倾向及其反哺效应--基于2003年~2006年河南省上市公司的研究[J].经济经纬.2010(05)[14]李维安，邱艾超.民营企业治理转型、政治联系与公司业绩[J].管理科学.2010(04)[15]黄万华，陈伟.政府财政资金使用效益的契约经济学分析[J].理论导刊.2010(08)[16]张祥建，农卫东.中国民营企业政治关联的成本、收益与社会效率[J].天津社会科学.2011(03)[17]杜兴强，周泽将.政治联系与审计师选择[J].审计研究.2010(02)[18]梁莱歆，冯延超，杨继伟.实际控制人的政治身份与审计师选择--来自我国民营上市公司的经验证据[J].审计与经济研究.2011(02)企业文化论文参考文献范本二：[1]崔宁.浅析企业文化与人力资源管理[J].中国商贸.2012(06)[2]陈雪萍.从创业家到企业家--中国民营企业掌门人成功的路还有多远?[J].企业管理.2013(05)[3]张志鹏，和萍.国外管理学研究新热点职场灵性研究前沿探析[J].外国经济与管理.2012(11)[4]王先甲，刘伟兵.有限理性下的进化博弈与合作机制[J].上海理工大学学报.2011(06)[5]段升森，张玉明.企业规模与成长性：基于非线性视角与我国中小上市公司经验数据[J].中国科技论坛.2011(10)[6]胡海晨.基于不同人性假设认知视角下的管理模式探讨[J].职业圈.2007(08)[7]薛静.美国中小企业的发展及其对我国的启示[J].科技情报开发与经济.2007(13)[8]王璐,李亚.劳动分工与经济增长:从斯密到马克思[J].山西财经大学学报.2007(01)[9]陈笛.“霍桑实验”对企业文化建设的启示[J].商场现代化.2010(27)[10]贾殿村,骆克龙.资源基础论下的企业并购重组研究[J].商业时代.2008(33)[11]王多祥,曾尔曼.内生技术进步的政治经济学分析[J].理论前沿.2008(22)[12]于洋.企业成长理论中资源观与能力论的反思[J].经济研究导刊.2008(10)[13]蔡恒进,曹晓丽,黄政.为全民建立社会保障个人账户的构想--人民币升值红利的再分配[J].经济社会体制比较.2008(01)[14]杜传忠，郭树龙.经济转轨期中国企业成长的影响因素及其机理分析[J].中国工业经济.2012(11)[15]郭忠华.劳动分工与个人自由--对马克思、涂尔干、韦伯思想的`比较[J].中山大学学报(社会科学版).2012(05)[16]张敏，张肃.熊彼特以来的演化经济学理论发展综述[J].商业研究.2012(06)[17]崔宁.浅析企业文化与人力资源管理[J].中国商贸.2012(06)企业文化论文参考文献范本三：[1]林润辉，张红娟，范建红.基于网络组织的协作创新研究综述[J].管理评论.2013(06)[2]赵永杰.基于企业家精神的动态能力生成机理研究[D].东北财经大学2011[3]解学梅，左蕾蕾.企业协同创新网络特征与创新绩效：基于知识吸收能力的中介效应研究[J].南开管理评论.2013(03)[4]邱国栋着.公司发展战略[M].人民出版社，2005[5](美)迈克尔·波特(MichaelE.Porter)着，陈小悦译.竞争优势[M].华夏出版社，2005[6](英)克利斯·弗里曼(ChrisFreeman)，(英)罗克·苏特(LucSoete)着，华宏勋，华宏慈等译.工业创新经济学[M].北京大学出版社，2004[7]李怀祖编着.管理研究方法论[M].西安交通大学出版社，2004[8]邱国栋，马鹤丹.区域创新系统的结构与互动研究：一个基于系统动力视角的理论框架[J].管理现代化.2011(04)[9]刘刚，熊立峰.消费者需求动态响应、企业边界选择与商业生态系统构建--基于苹果公司的案例研究[J].中国工业经济.2013(05)[10]傅家骥等着.技术经济学前沿问题[M].经济科学出版社，2003[11](美)迈克尔·波特(MichaelE.Porter)着，李明轩，邱如美译.国家竞争优势[M].华夏出版社，2002[12]李华伟等着.知识管理的理论与实践[M].华艺出版社，2002[13]杜兰英，陈鑫.政产学研用协同创新机理与模式研究--以中小企业为例[J].科技进步与对策.2012(22)[14]刁玉柱.嵌入全球价值链高端的企业战略延伸研究[D].东北财经大学2014[15]马鹤丹.基于区域创新网络的企业知识创新系统研究[D].东北财经大学2011[16]张利斌，张鹏程，王豪.关系嵌入、结构嵌入与知识整合效能：人-环境匹配视角的分析框架[J].科学学与科学技术管理.2012(05)[17]邱国栋，韩文海.基于隔离机制的竞合效益--以Nike等3组企业为样本的跨案例研究[J].中国工业经济.2012(04)。

外文文献翻译-工商管理企业文化

Corporate Culture and Enterprise Management FORM: Bryan M.Rakes. Corporate Culture and Enterprise Management[J].International Journal of Electronic Business.2017, (05):149-150 Abstract: the enterprise culture is a kind of spiritual wealth of an enterprise from the establishment to operation, growth and development in the course of all accumulated, it reflects the enterprise management concept, development direction and strategic objectives, but also support the invisible power of enterprises continue to move forward, to constantly improve the enterprise management mode provides a thought the guide. To some extent, the innovation of enterprise culture and the innovation of enterprise management are complementary and inseparable. According to the relationship between enterprise culture and management innovation, based on the enterprise culture and the enterprise management on the basic concepts of preliminary understanding, influence on the innovation of enterprise culture to enterprise management innovation is discussed.Keywords enterprise; cultural innovation; management innovation; influence;企业文化与企业管理来源：Bryan M.Rakes.企业文化与企业管理[J].国际电子商务杂志.2017,(05):149-150摘要：企业文化是一个企业从成立到运营、成长和发展全部历程中所积累的一种精神财富，它是企业经营理念、发展方向以及战略目标的集中体现，也是支撑企业不断前行的无形动力，为企业经营管理模式的不断完善提供着思想上的指导。

组织结构和企业文化外文文献翻译中英文2019-2020

组织结构和企业文化外文翻译中英文2019-2020英文Watercooler chat, organizational structure and corporate cultureJonathan Newton, Andrew Wait, Simon AngusAbstractModeling firms as networks of employees, occasional collaborative decision making around the office watercooler changes long run employee behavior (corporate culture). The culture that emerges in a given team of employees depends on team size and on how the team is connected to the wider firm. The implications of the model for organizational structure are explored and related to trends in the design of hierarchies.Keywords: Collaboration, Teams, Hierarchies, Delayering, Networks, EvolutionApple is a very disciplined company, and we have great processes. But that's not what it's about. Process makes you more efficient. But innovation comes from people meeting up in the hallways or calling each other at 10.30 at night with a new idea... –Steve Jobs, founder of Apple Inc.IntroductionPeople talk, share ideas, and collaborate when it is mutually advantageous to do so. Workers bring their collaborative nature with themto the workplace and to their dealings with their colleagues, with whom they interact on shopfloors, in meetings, on production lines and during coffee and lunch breaks. In this paper we consider collaborative decision making in the social environment of the workplace and, using a simple model of adaptive decision making, show that this can have dramatic and far reaching effects on corporate culture and the optimal internal structure of organizations.Our model takes the well documented fact that humans are particularly good at mutually beneficial collaboration (Tomasello, 2014), and incorporates this fact into a noisy variant (Young, 1998) of the best response dynamic that has been the bread and butter of economic modeling since Cournot (1838). We model firms as networks of employees, each of whom can choose a ‘safe’ action or a ‘risky’ action. The risky action represents innovative, even speculative, behavior within the firm. An employee will only find it in his interest to take the risky action if enough of his neighbors in the network do likewise. Within firms, employees are divided into teams. A team is a group of employees who interact together, although they may also interact with others outside of the team. The team represents an employee's work group, department, or even a corporate board or senior management committee.The ability of employees to engage in collaborative action choice is modeled by the idea of a watercooler, around which small groups ofemployees within a team can chat and form collaborative intentions. If there are no watercoolers, so that employees cannot share intentions, the model reduces to the canonical model of Young, for which the action profile in which every player chooses the safe action is always a long run equilibrium (Peski, 2010). This result no longer holds when small groups of players can occasionally meet at the watercooler to form shared intentions, coordinating their action choice to their mutual benefit. Instead, by incorporating this basic facet of human nature into the model, we obtain a diversity of behavior, dependent on network topology.We find that in order for members of a given team to play the risky action in long run equilibrium, some conditions must be satisfied. (i) Firstly, the team must not be too large. The larger a team is, the less likely that a fixed amount of collaborative decision making around the watercooler will have an impact on long run behavior. (ii) Secondly, sufficient numbers of employees must be able to coordinate their strategic choice at the watercooler; that is, communication within the team must be strong enough to generate enough collaboration to overcome the systemic bias in favor of the safe action. (iii) Thirdly, the team must not be so small that the influence of its members' external connections can cause them to play the safe action, or, if the team is indeed that small, then all members' connections outside of the team must be to teams that play the risky action. In other words, the external influence from those outside of theteam who play it safe must be limited. These conditions provide guidance for organizational design: they can be used to promote or prevent different behaviors in different parts of an organization. Section 5 provides examples related to delayering and job rotation.Each of these conditions helps to explain empirical facts. Condition (i) provides an explanation for why companies seeking to promote innovation create organizational structures based around small teams (Cook, 2012; Stross, 1996). Condition (ii) helps explain the efforts that firms take to increase spontaneous interaction and facilitate informal communication between workers; that is, to create larger watercoolers (Evans, 2015). Condition (iii) helps explain why organizations seek to foster independence within teams and even isolate research units from other parts of the organization (Sloan, 1964).Related literatureThis paper contributes to several strands of literature. The practical contribution is to the literature on the importance of the workplace social environment – the nature and patterns of interaction between workers in a firm (see, for example Bandiera et al., 2005; Gibbons and Henderson, 2013; Kandel and Lazear, 1992). We demonstrate how the facilitation of collective agency by the workplace social environment can have a significant effect on corporate culture. Like Kreps (1990)and Hermalin (2001), we model corporate culture as an equilibrium outcome played in acoordination game. To do this we turn to the literature on adaptive decision making and evolution, which allows us to develop a simple explanation of some aspects of corporate culture, providing an alternative, even complementary, theory to the shared beliefs model of Van Den Steen (2010). Evolutionary models often focus on long run equilibria. This is similar to how the relational-contracting literature adapts long run folk theorems to study firms (Baker et al., 1999; Levin, 2003; Li et al., 2017), the difference being that evolutionary models impose very low rationality requirements on agents. Such low rationality models have had success at explaining laboratory data (Chong et al., 2006) as well as empirical phenomena as diverse as crop-sharing norms (Young and Burke, 2001) and the wearing of the Islamic veil (Carvalho, 2013). The current paper shows how the incorporation of collective agency into such models can lead to even richer empirical predictions whilst retaining the simplicity and elegance of evolutionary methodology.The incorporation of collective agency into perturbed evolutionary dynamics is a relatively new and rapidly growing literature (Newton, 2012a, Newton, 2012b; Newton and Angus, 2015; Sawa, 2014; Serrano and V olij, 2008), although considerable work has been done in the context of matching, where pairwise deviations represent intentional behavior by coalitions of size two (Jackson and Watts, 2002; Klaus et al., 2010; Klaus and Newton, 2016; Nax and Pradelski, 2014; Newton and Sawa, 2015).The proclivity of humans to engage in collective agency is well documented and recent research in developmental psychology has shown that the urge to collaborate is a primal one, manifesting itself from ages as young as 14 months (Tomasello, 2014; Tomasello et al., 2005; Tomasello and Rakoczy, 2003). Recent theoretical work has shown that the ability to act as a plural agent will evolve in a wide variety of situations (Angus and Newton, 2015; Newton, 2017; Rusch, 2019). The authors of the current paper believe that the evidence in favor of the incorporation of collective agency into models of human behavior is overwhelming. Furthermore, adaptive/evolutionary frameworks are ideal for this as, in contrast to static analyses, they explicitly model behavior both in and out of equilibrium.Finally, we note that work on collective agency in evolutionary dynamics builds on a broader literature on coalitional behavior in game-theoretic models. The concept of joint optimization underpins cooperative game theory (see Peleg and Sudholter, 2003, for a survey) and also motivates a small but established literature at the intersection of noncooperative and cooperative game theory (see, for example Ambrus, 2009; Aumann, 1959; Bernheim et al., 1987; Konishi and Ray, 2003). However, despite the noted limitations of methodological individualism in economics (Arrow, 1994), the use of coalitional concepts in economics has not attained the same level of popularity as, for example, the use of the concept of beliefs, except insofar as the concepts of the household andthe firm assume a sharing of intentions on the part of the individuals within those structures. The contrast is interesting, as developmental studies of children indicate that they collaborate at earlier ages than they can understand beliefs. One of the goals of the current paper is to show how a weakening of methodological individualism can lead to simple and striking economic predictions that flow from some of the deepest currents of human nature.Firm structure and designSo coalitional behavior can lead to heterogeneous choices by teams within a firm depending on their size. This effect is not necessarily monotonic. Large teams play the safe action, medium-size teams the risky action. In the absence of neighbors, small teams can easily solve the coordination problem and play the risky action, but the presence of neighbors playing safe is enough incentive for very small teams to choose the safe action.By exploiting the internal and external pressures that drive these results, a firm owner or manager can manipulate the structure of the firm to achieve desired outcomes. If the manager would like the safe action to be taken by a small workgroup, she will ensure it has strong links to a division that will definitely be playing the safe action – typically a large department. On the other hand, if the manager would like a team to play the risky action – this group could be the firm's research group – this teamshould be small and either have limited links to the rest of the firm, or only link to other teams that play the risky action.Entrepreneurs do indeed realize the potential cost of too much communication. As Slone (2013) records, the founder of , Jeff Bezos, has suggested“We should be trying to figure out a way for teams to communicate less with each other, not more”.An example of this maxim being put into practice is the Palo Alto Research Center (PARC), established by Xerox to create the innovations of the future. The PARC was deliberately geographically isolated from Xerox's headquarters and existing research laboratory in New York. Given its intended role, it was important that the PARC was separated from the main bureaucratic processes and culture of Xerox, which was conservative and focused on its traditional copier business (Regani, 2005).Example: delayeringThere has been a trend in recent decades for organizations to shorten the lengths of their hierarchies. Moreover, many of these firms have also increased the span of control of the senior management group; there has been a notable increase in the number of individuals who directly report to the CEO. While there can be other drivers for such changes – Guadalupe and Wulf (2010) emphasize the impact of product-marketcompetition from internationalization – here we use Theorem 2, Theorem 3 to look at a possible relationship between watercooler chat and delayering.The elimination of Team C does not affect Team E, which is large enough that its decision to play the risky action cannot be outweighed by external influence. However, Team F is now in direct contact with Head Office, which plays the safe action. It follows from the third statement of Theorem 3 that all employees in Team F will also now play the safe action. The external contact here is crucial as it allows the senior manager to switch the behavior of a small unit.The analysis of this section shows how delayering can create opportunities for a principal to exercise her influence by creating different sized teams in her organization and linking them to create the right balance between external and internal pressures. In this way, different behavior can be generated in separate parts of an organization, whenever this is a required component of the organization's strategy.Example: job rotationFirms might choose to rotate workers through tasks for a variety of reasons. Here we show that rotation can act as a mechanism to allow the culture of one part of an organization to contage another part of the organization. Specifically, we show how even relatively short spans of time spent working in a small team can shape an employee's behavior.When rotated back to a larger team, the employee will, for a while, retain the behavior to which he became accustomed in the small team. The periodic arrival of such employees is enough to change the long run culture of the large team from safe to risky.Now, from any state, the state X=N can be reached without random shocks. To see this, consider that the following sequence of events will occur with positive probability. First, all current members of the small team meet at the small team's watercooler, where they will agree to play the risky action. Second, the members of the small team switch places, one by one, with members of the large team. This gives at least four members of the large team who are now playing the risky action. Third, the other four members of the large team meet at the large team's watercooler and agree to switch to the risky action. They are happy to do this as the remaining four members of the team are already playing the risky action. Finally, the new members of the small team all meet at the small team's watercooler and switch to the risky action. We have reached the state X=N. All employees are playing the risky action.Concluding commentsWhile the boundaries of a firm are defined by its physical assets (Hart and Moore, 1990), social interactions between workers characterize the way things get done in an organization. Workers idly sharing scuttlebutt around the watercooler might seem like the bane of anemployer's life, but these informal interactions could engender collective actions that enhance firm productivity. This paper has examined how a manager can tinker with an organization's structure and the physical work environment to harness workers' informal interactions for the firm's advantage.Although the direct application considered in this paper is the design of a firm, it is clear that adaptive/evolutionary models that incorporate some degree of collective agency should also be applicable to other problems in applied economics. In particular, the implications of collective agency may be of particular importance whenever formal structures in an organization can facilitate informal interactions. This is true for academic conferences, where informal interactions are typically of more import than organized presentations, and also for diplomacy, where formal meetings are accompanied by informal, less structured, discussions in which parties are often more able to find common ground and create shared intentions.中文饮水机旁聊天，组织结构和企业文化乔纳森·牛顿，安德鲁·怀特，西蒙·安格斯摘要将公司建模为员工网络，办公室里的偶尔协作决策会改变长期的员工行为（企业文化）。

企业文化参考文献

企业文化参考文献企业文化是组织内部的共同价值观、信仰和行为准则的集合，对员工的行为、工作态度以及组织的运作方式产生深远影响。

以下是一些关于企业文化的参考文献，这些文献可以帮助您更深入地了解和研究这一主题：* 《企业文化与领导力》（作者：埃德加·H·谢因）: * 这本书深入研究了企业文化对组织绩效和领导力的影响。

谢因通过案例研究和实证研究，阐述了企业文化如何塑造组织的成功。

* 《从内到外：创造卓越的企业文化》（作者：托尼·希舍）: * 托尼·希舍是谷歌前人才招聘主管，他分享了如何在组织中建立和培养积极、健康的企业文化。

这本书包含实用的建议和案例研究。

* 《企业文化的故事：领导力的重要性》（作者：约翰·P·科特斯）:* 这本书讨论了企业文化如何塑造组织，并强调了领导力在塑造文化方面的关键作用。

作者通过许多实例和经验分享，解释了领导者在创造积极文化方面的作用。

* 《企业文化和领导力》（作者：埃德加·H·谢因）: * 这是另一本由谢因撰写的经典之作，深入探讨了企业文化的形成、发展以及领导者如何引导文化变革。

该书提供了实用的建议和案例。

* 《内部创业精神：如何在组织中培养企业家精神》（作者：理查德·布兰森）:* 这本书关注企业文化中的内部创业精神。

作者理查德·布兰森提供了关于如何在组织内部激发创新和创业思维的观点和方法。

这些文献涵盖了从企业文化的理论基础到实际实践的多个层面，有助于深入了解和研究企业文化的方方面面。

当然，不同的作者和观点会提供不同的视角，您可以根据自己的兴趣和研究方向选择适合您需求的文献。

企业文化研究文献综述

南京理工大学课程论文作者: 学号：学院（系）：经济管理学院专业:题目：企业文化研究文献综述任课教师：企业文化研究文献综述摘要随着经济全球化的日益深化，如何让企业在竞争中能够保持竞争优势，将成为现代企业经营管理的一大挑战。

企业文化在企业经营管理过程中发挥着重要的作用，是企业生存和发展的重要战略资源和宝贵的物质及精神财富,是提高企业整体素质和核心竞争力的重要内容,对企业提高组织绩效的意义重大.本文对企业文化内涵、形成要素及其测量等方面的研究进行了回顾和梳理，力求系统地理解管理理念，进而理解企业文化的本质，以期为进一步的研究进行理论铺垫。

关键词:企业文化核心竞争力精神财富The Literature Review Of Enterprise Culture ResearchABSTRACTWith the deepening of economic globalization，how to make business to maintain a competitive advantage in the competition, will become a big challenge of the modern enterprise management。

Corporate culture plays an important role in the process of business management, is an important strategic resource and valuable material and spiritual wealth of business survival and development，and improve the overall quality and core competitiveness of the important contents of the enterprise to improve organizational performance significant。

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。

外文翻译---企业文化构建与企业形象塑造的初步研究

企业文化构建与企业形象塑造的初步研究我们发现我国经济落后首先不是技术的落后，而是管理的落后。

80年代以来，企业管理总的发展趋势己由战略管理转向了更高层次的文化管理。

“企业文化”热潮的兴起，是管理思想和观念发展到一定阶段的一种反思和飞跃。

同样，企业形象策划更与文化密不可分，形象策划中蕴涵着深刻而丰富的文化特征，文化指导策划走向成熟。

美国一位著名的经济学家在经过大量调查后得出一个结论:“不成功的企业家往往把注意力放在具体的经济计划、经济指标、财务目标等项目方面上，而成功的企业家却把建立优秀的价值观作为压倒一切的任务。

”正是由于存在不同的价值观，不同企业呈现出不同类型的企业文化和企业形象。

本文首先提出了企业文化和企业形象的基本概念：企业文化有两部分构成。

外显文化指企业的文化设施等；内隐文化指企业内部为达到总体目标一贯倡导、逐步形成、不断充实并为前提成员所自觉遵循的价值标准、道德规范以及由这些因素融汇而成的企业精神。

企业文化是一种与民族文化、社区文化、政治文化、社会文化相对独立而存的经济文化，反映的是企业经济组织的价值观与目的要求，以及实现目标的行为准则和习惯.企业文化由企业的行为文化、心理文化、物质文化三部分组成。

企业客观形象是指企业客观存在的不以人的主观意志为转移的但能被人们感知的形象。

它既包括企业的物质文化因素，也包括企业的非物质文化因素。

物质文化因素包括:企业的厂房与设备和厂区内生态环境、企业的经济效益和物质福利待遇、企业排放物、企业的产品等。

在这些因素中，最为重要的是产品。

企业目标的实现最终靠的是企业产品的生产和销售，没有产品的生产和销售也就没有企业，但是企业的产品不可能离开企业的其它物质因素，没有高水平的设备就不可能生产出尖端产品。

企业的非物质因素只指企业的服务水平、企业的信誉、企业的管理体系、企业的科技水平、企业的价值观念、精神状态、理想追求等。

客观企业形象的非物质化因素是企业的灵魂，企业的运转离不开这些非物质化因素，它不是物质化因素的补充，实际上非物质化因素甚至起着比物质因素更大的作用。

【“以人为本”的企业文化研究国内外文献综述2600字】

“以人为本”的企业文化研究国内外文献综述（一）国外文献综述“人力资源管理”这个概念首先是在1954年由Peter Drucker在《管理实践》一书中引入的。

组织的管理由此进入一个新的时代。

一系列围绕着组织中员工的开发与管理系统已初见雏形，并在不断发展和完善中。

近些年来，现代的人力资源管理理论传入中国，得到了广泛的传播和应用，因此对于这方面的研究也很多，渐成显学。

Tervonen K(2012)指出推行以人为本的人力资源管理，可以使员工的分配更科学，员工也能在公平的环境中去发展自己，且可通过企业的培训，提高自己的技能等。

企业人员的流动率的降低主要是以员工对工作是否有较高的满意度为标准。

随着市场经济的飞速发展、竟争的日趋激烈，在企业中，人力资源管理的作用越来越重要，人力资源管理也有了更深入的发展。

Vloeberghs D（2013）认为企业的发展中，人力资源管理小仅是各企业管理者的责任，而且也是企业长期发展的必然要求。

在企业中，人员的流动是比较正常的，如果员工流失过度则会使企业的发展受到一定的阻碍。

尤其是起关键作用的技术人员、管理人员等的流失，会使企业的经济有更大的损失。

推行以人为本的人力资源管理，小仅可以使员工的分配更合理，而且也可以提高员工对工作的满意度使企业人员的流动率减少。

Peter F·Drucke（2014）《管理的实践》认为很多民营企业引入了绩效管理与考核体系。

但实践的结果是，绩效管理的效果不明显，没有起到应有的作用。

这主要有两个方面的原因：一是缺乏准确的目标定位和分解。

二是企业的所有者或经营者习惯于自己决定企业的一切事务，不让职工参与绩效考核指标的确定和分解，不向职工反馈考核结果及工作中存在的问题现代企业讲求的是一种活的资源开发，意在通过有效而正确的激励技巧，激发出每个人内在的活力，使之潜能最大限度地释放出来。

企业要想获得持续的发展，关键是必须吸引并留住更多企业需要的人才。

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。

【企业文化建设研究国内外文献综述2200字】

企业文化建设研究国内外文献综述1 国外企业文化研究动态20世纪70年代，缘起日本经济腾飞，人们开始探寻其背后规律，企业文化初步被发现，吸引了一些学者的研究，特别是到了80年代出现了研究高潮，对企业文化的探析层见迭出，与之相关的理论“四重奏”应运而生，这些著作聚焦于企业组织的文化构建，通过研究相关典范、探寻成功关键、探讨践行对策，引发思考。

而企业文化的概念最早出现在1980年出版的《商业周刊》中，是美国学者首次提出的[14]。

20世纪80年代，企业文化研究成为经济学、管理学、心理学、社会学等社会科学的热门议题，这个阶段，侧重理论类别的研究居多，出现定性研究流派和定量研究流派。

其中，沙因（Edgar H.Schein）等聚焦企业文化本质，探寻其概念，深究其结构，指出实行实地查看、实地访问以及评价企业文化的先后次序等等，这是定性研究这一派的侧重点，他们的研究极难形成量化指标，增加了从客观层面丈量、对比、分析组织文化、活动、行为与经营效益之关系的难度，难以对比研究[15]。

而奎恩（Robert.Quinn）等注重对比分析，认为要通过为企业文化建模，来实现对公司文化相关指标的客观测量、全面评价、综合诊断，这些构成了定量研究流派的风格[16]。

1990年，奥斯特雷（Sylvia Qstry）使用了“全球化”这个概念[17]。

经济全球化进一步促进了学者探讨、分析和发扬企业文化理论。

于是，90年代后，其研究呈定性向定量发展态势，探讨文化与业绩间关系，建立评价、丈量、辨析模型，探索构建量表，使定量研究实操性更强，便于深入研究。

其研究方法有定性与定量相结合方法、实证分析、综合各学科研究方法、聚类分析等[18]。

进入21 世纪，经济发展凸显知识与技术双重优势，企业文化的研究内容更加广泛，相关理论也趋于成熟，渐成体系，外部因素对企业文化的影响也开始被纳入到研究的范畴中，引申出了很多新的概念，例如企业诚信、企业社会责任等[19]。