企业文化中英文对照外文翻译文献
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。
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。
企业文化中英双语
Core values: have a heart, have greenLove——takes “shoulder social responsibility”as mission, focuses on the sustainable development of the whole industryPersistence——takes “high-new technology”as guide, focuses on environmental technological Research &Development;Responsibility——takes “environmental services”as task, focuses on creating green future.Business philosophy: constant innovation, pragmatic cooperation, integrity service, mutual development“Constant innovation”——Eying on the future development, innovating mechanism,offering customers quality environmental products andtechnical services;“Pragmatic cooperation”——Establishing good relationships with customers by strict andpragmatic professionalism as well as serious and realisticattitude;“Integrity service”——Integrity is the basis of cooperation , honesty wins trust, and trust leads to success;“Mutual development”——Dedicate to meet all the needs of customers; Mutual promotionand synergy development rely on “Mutual benefits and winsaltogether”Enterprise prospectCreate a brilliant future and be a best service provider for environmental projects and products around the world;Management conceptsCare for enterprise; responsible for works, sincerity for customers.View of TalentGetting the right people into the right jobs.Following the principles of “value the capable ones, replace the mediocre ones, dismiss the incapable ones”; do not only judge employees from their ability; get the right people into the right jobs; everyone can be talent.Strategy of EmploymentRetain the talents with mechanism, career and feeling.核心价值观：有心有绿色即：爱心——以社会责任为使命，致力于行业持续发展恒心——以高新科技为向导，致力于环境技术研发责任心—以环境服务为己任，致力于社会绿色未来经营理念：创新上进，务实合作，诚信服务，共赢发展即：创新上进：立足于企业的长远发展，创新机制，提供优质的环境产品和技术服务；务实合作：以严谨务实的专业精神，认真求实的工作态度，与客户达成共识；诚信服务：诚信是双方建立合作的基础，诚恳带来信任，信任创造价值；共赢发展：最大化满足客户需求，在双方互惠共赢的基础上相互促进，协同发展。
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。
英文版-企业文化
Characteristics of Corporate Culture
Characteristics of corporate culture can be summarized as: unique, universal, and plasticity.
The Contents of The Corporate
3. Bet-type culture, It has features in a detailed analysis based on the desperate.
4. Process-type culture. This culture, focusing on how to do basic work feedback, employees are difficult to measure the work they do.
Culture
According to the definition of corporate culture, its content is very broad, but the most important include the following: business philosophy, values, entrepreneurship, business ethics, sense of community, corporate image, enterprise system, culture, structure, corporate mission.
The Type of Corporate Culture
Deal and Kennedy corporate culture is divided into four types: the strongman culture, Work hard to enjoy culture , enjoy the play culture, tackling culture, process and culture.
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.。
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）。
公司文化英语作文
公司文化英语作文英文回答：Every company has a unique culture that shapes the way employees interact with each other, customers, and the world at large. This culture is influenced by a variety of factors, including the company's values, mission, and leadership style.A strong company culture can have a number of benefits, including increased employee engagement, productivity, and customer satisfaction. When employees feel connected to their company and believe in its mission, they are more likely to be motivated and engaged in their work. This can lead to increased productivity and better results for the company.In addition, a strong company culture can help to attract and retain top talent. When potential employees see that a company has a positive and supportive culture, theyare more likely to be interested in working there. This can help the company to build a strong team of talented and motivated individuals.Of course, not all company cultures are created equal. Some companies have cultures that are toxic or dysfunctional, which can lead to a number of problems, including employee turnover, low morale, and poor performance. It is important for companies to create a culture that is positive, supportive, and respectful of all employees.中文回答：每个公司都拥有独特的文化，塑造着员工彼此、与客户以及与整个世界互动的方式。
工商管理外文翻译外文文献英文文献企业文化的变革
The Evolution of the Culture of EnterpriseAbstractAt the top echelons of contemporary business, managers are becoming concerned with the unsustainability of the way companies now operate. A transformation of basic business strategies appears more and more indicated. For such transformation to be effective, the culture of the enterprise--the goals it pursues and the vision of these goals entertained by managers and collaborators--needs to change. Consequently there is a growing questioning of the viability of the typical culture of today's enterprise, and a search for more functional and timely concepts for creating anew and more timely cultural pattern.The leading edge of the globally operating world of business is becoming keenly concerned with changes in today's social, economic, and ecologic environment. At the top echelons of management an intense search is under way for up-to-date modes of thinking and acting. It comes to the fore in the emphasis managers place on corporate strategy, corporate identity, corporate philosophy, even corporate ethics. An organizational revolution is underway, as managers seek to communicate their vision with their collaborators. The importance of communication among all branches and levels of the enterprise is becoming recognized. It is also recognized that the company can only function when people under-stand what goals management pursues, and what their own role is in the achievement of the goals.Enterprise cultureThe ongoing transformation of the enterprise culture is a positive factor in our changing and unpredictable world. It means that companies are becoming moresensitive to the changes that obtain in their environment, and more ready to respond to them. The new emphasis on management and company ethics also suggests that businesses are willing to assume the responsibility that goes with their larger role in society. Global enterprises wield unprecedented power and influence, and the transformation of their culture will be a critical factor in deciding the evolution of our interdependent socio-economic and ecologic systems–and therewith our individual and collect future.The transformation of the enterprise culture is timely: the company culture dominant for most of this century became obsolete. It focused on the workings of the enterprise without much regard for its social and ecologic environment; it operated on the premise that the business of business is business--if it comes up with good products or services, it fulfills all its obligations vis-a-vis society and nature. The self-centered methods of the traditional management philosophy no longer produce acceptable results--they are like concentrating all one's skills on flying an airplane and paying scant attention to the airspace in which one is flying. The captains of contemporary business cannot be solely concerned with the internal functioning of their aircraft: they must also set a course in reference to climatic conditions, current position and projected destination, and the traffic on the network of routes criss-crossing the globe. That traffic is diversified and complex. It includes, in addition to customers, suppliers, distributors, R&D partners, technology subcontractors, and governmental departments and ministries, and numerous other cooperative and competitive aircraft, together with the social, ecologic, and even cultural milieu of the various bases of operation.Global companies no longer resemble a giant mechanism, controlled by those on top. This is new in the history of modern business. For most of the 20th century, top management could command the company structures without being influenced by, or even much concerned with, its lower echelons. Motivation for task-fulfillment wascreated by material incentives bolstered by threats; individual creativity and initiative were dismissed as unnecessary nuisance. Power was concentrated, together with responsibility and overview; middle management had access only to the information that was immediately relevant to its tasks. Following the recipes prescribed in Frederick Taylor's "scientific management", the distribution of tasks was established at headquarters and the company's functions were divided into individual work components. Planning was based on a belief in control and predictability, effects were traced to causes, and causes were quantitatively analyzed. Company operations based on cause-effect chains were given value independent of time and place: as in a machine, it was held that the same input would always produce the same output. This was the philosophy of the leading companies of the 20th century; the model for success at General Motors and Standard Oil, and the rest of the Fortune 500 group.The economic growth-environment of the post-war period did not provide grounds to modify, or even question, this philosophy. Almost anything an enterprising manager would try had a knack of succeeding; he could even engage in personal bravado. Technological progress seemed assured, and expanding markets seemed to distribute the benefits of growth. The post-war economy welcomed all entrepreneurs; they could grow as the economy did. Long-term costs, if any, were hidden in the long term. In that regard businessmen were fond of quoting Keynes: in the long term we shall all be dead. If things get better and better, why bother to look further than one's nose? There was no need to worry whether or not there would be progress, it was enough to guess what shape it would take, and how the company could benefit from it.In the 1970s and '80s the situation had changed. The economic growth curve flattened out and optimistic extrapolations failed to come true. Social alienation and anomie rose, and technology produced unexpected side-effects: scares and catastrophes at Three Mile Island, Bhopal, and Chernobyl, the ozone hole over theAntarctic, recurrent instances of acid rain and oil spill, and worsening environmental pollution in cities and on land. Belief in progress was shaken. Intellectuals and youth groups found it necessary, and some segments of society fashionable, to espouse the view that technological advance is dangerous and should be halted. Environmental effects and social value-change began to enter as factors in the equations of corporate success, and leading managers, together with consultants and management theorists, began to reexamine their operative assumptions.By the late 1980s further changes occurred in the operating environment. Environmental concerns moved from the fringes of society into the marketplace; people proved amenable to paying higher prices for products they deemed environmentally friendly; and they were known to boycott companies that remained environmentally polluting or unresponsive. New information and communication technologies came on line, markets became integrated and internationalized, product cycles became shorter and product lines diversified, and clients and consumers demanded shorter delivery times and higher quality. Competition moved into the global arena. Under these circumstances classically run hierarchical enterprises proved unable to cope. The centralization of information and its slow one-way penetration to lower echelons produced fatal mistakes-and then terminal rigidity. The companies that survived did so by transforming themselves into team-oriented multi-level decision-making and implementation structures, often in the nick of time.In the late 1990s the diffusion of information and the growth in the intensity and number of interfaces between people, departments, and divisions have radically changed the company's operative structures. Not only information, also people emerged as the key resource of the enterprise; teamwork proved to be the best way this resource could be tapped. The boundary between the company and its economic, social, and ecologic environment turned fuzzy. Within the business sphere fusions, alliances, and partnerships became commonplace. In many cases the core activities ofthe enterprise came to be sub-contracted, and work relations with other firms became as operative as company-based organizational structures. Reliance on distributors and suppliers, and linkage to local communities and ecologies turned into standard parameters of corporate functioning.Under these circumstances, there is a dire need for new and adapted management concepts. There is no dearth of advice. Theorists speak of activity bundling and the company' capacity to sustainably capture the highest portion of the total industry value-added chain's profit margin; strategy specialists emphasize the need for management to focus on dynamic competitive positioning and customer-driven processes; technology consultants stress the importance of anticipatory R&D in both products and processes; and organizational experts insist on the need for learning within net-worked teams operating beyond established company structures. Leading managers realize that their vision of the company's functioning within its global environment, and its adaptability to changes and trends in that environment, is at least equal in importance to their ability to formulate strategy and carry out operations.Management guru Tom Peters called intellectual capital a company's greatest resource, and consultants Gary Hamel and named future vision its greatest competitive advantage, more valuable than a large bank account or a lean organization. Managers who possess intellectual capital and future vision have a sense of purpose, avoid wasting time on useless experiments and dead-ends, and elicit deep commitment from their collaborators. In today's world effective leadership calls for a sound knowledge not only of current company operations and resources, but of its ability to reach strategic, financial, and organizational objectives in the years ahead. This requires considerable acumen. Because the future, as Charles Handy pointed out, could be most anything, but is not likely to be a continuation of the past.Though the enterprise needs a new and different culture, that culture must be efficient: it must enable executives to cope with ever less predictable economic conditions; offer sufficient flexibility to use new technologies as they come on line; develop adaptability for the company to enter new fields of activity and leave old ones as the opportunities present themselves; and keep track of the growing interdependence of the company with its partners and competitors and its economic and financial environment. But the new culture must also be ethical. It must recognize the impacts of the enterprise on society and on nature, and even on the conditions that we bequeath on future generations. And it must be ready to accept responsibility for these impacts.Accepting responsibility in the sphere of society and nature is not only good common sense, it is also good business sense. There are no longer definite boundaries where where a company ends and society and nature begins. The basic enduring interests of the enterprise and its social and ecological environment coincide. What is good for society and for nature is also good for the company--hence what is ultimately good for the company must also be good for society and for nature. This coincidence of interests will not change in the future; on the contrary, it will become more pronounced. The successful managers of the future will be those that recognize this fact and act on it. They will be effective as well as ethical: leaders of responsible corporate citizens in the global socio-economic-ecological system that is already emerging worldwide.Corporate cultureCorporate culture is the glue, if you will, that holds an organization together. It incorporates an organization’s values, its norms of behavior, its policies and its procedures. The most important influence on corporate culture is the national culture of the country in which the corporation is based. That may seem obvious, but thereare other factors that also help to shape a corporation’s culture—its views of and its interactions with the “outside world.” The ownership structure of the company will go a long way in defining a corporate culture. For example, the culture of a family-owned firm is likely to be quite different from that of a publicly held company. Also, the industry that the corporation is part of will help shape its cultural values. For example, a high-tech computer software firm (a relatively young industry) is likely to have a much more informal and entrepreneurial culture than say that of an investment bank (a mature industry). And, likewise, an organization in a service industry will have a different culture than that of a manufacturing or mining company. Differences in the corporate culture of organizations in the same home culture and industry may still be profound—sometimes as profound as the differences between national cultures themselves.Corporate-culture componentsLike national culture, corporate culture has some basic components that make up the whole. While national cultural components include such things as language, religion, and humor, the components of corporate culture tend to be more utilitarian. No one single component can reveal the true internal make-up of a corporation but when they are taken as a whole, they present a clear picture of a company’s values and goals. The key corporate cultural components are:●The system of rewardsWhat type of employee behavior is appreciated and rewarded? Do risk takers move up in management ranks or does the corporation reward loyalty and long-term service instead?●Hiring decisionsThe type of individual a company hires says much about its culture. Is a company ready to grow and accept new ideas by hiring a diverse workforce or is it content tokeep hiring the same type of individual to build a homogeneous workforce?●Management structureDoes the corporation have a rigid hierarchical structure? Is it managed by an executive committee or a dominating chairman?●Risk-taking strategyWhat is the corporation’s view of risk? Does it encourage taking chances, trying new products and markets? Or is it content with well-established markets and products?●Physical settingIs the office an open plan that encourages communication and a sense of egalitarianism? Or are management offices segregated from the staff workplace? Is headquarter a monument to ownership or a functional working environment?National cultural influencesAs explained previously, Asians place a high value on concept associated with social harmony, while Westerners put greater emphasis on individuals’ rights and responsibilities. It is no surprise to find that Japanese corporations almost always place great emphasis on group harmony in their corporate cultures. They design a system that rewards conformity, hire staff that is relatively homogeneous and tend to shy away from risk-taking and the entrepreneurial spirit. By the same token, it should be no surprise that many American corporations are likely to hire an entrepreneurial type and reward risk. There is no escaping the fact that a national culture shapes corporate responsibilities, practices and traditions.A pair of studies, one regarding six Asian nations completed in 1996 by Wirthlin Worldwide, and one regarding North America conducted in 1994 by David I. Hitchcock of the center for strategic and International Studies, revealed striking differences between the most cherished values of Asian and North American businessexecutives. These studies underscore the point that national cultures do have paramount influence on the formation of corporate cultures.In Asia the top seven values listed by executives were:1.hard work2.respect for learning3.honesty4.openness to new ideas5.accountability6.self-discipline7.self-relianceThe top seven north American (United States and Canada)values were:1.freedom of expression2.personal freedom3.self-reliance4.individual rights5.hard work6.personal achievement7.thinking for one’s selfCause and effectIf you look at the traits emphasized by the business executives, you can begin to build a corporate culture—albeit a stereotype—of an Asian firm and a North American firm and to understand the differences in management technique and skills between Asian corporations and North American ones. In Asia, there is no mention of individual rights or any hint of reward for “thinking for one’s self.” Hence, the type of organizational structure that5 has emerged across Asia is one of a very hierarchical, bureaucratic corporation that values such int angibles as “respect for learning” and“honesty.” By the same token, taking the values stressed by North American executives, you would expect to find corporations that are less structured and more entrepreneurial than Japanese ones—and, in general, that is very much the case. Remember, though, that within the same home culture, you still get vast differences in corporate culture. While IBM and Compaq may be in the same country and in the same industry, their corporate cultures in many ways are different.One interesting footnote from these studies was that female Asian executives had a value profile that more closely resembled that of North American. Asian women focus more on independence and self-reliance while Asian men focus more on harmony and order. This difference may be due to the fact that women have been shut out of the “old boys’ network” and have been forced to rely more on entrepreneurial skills than Asian males to succeed.Profitable corporate cultureThe concept of corporate culture is all well and good but does the concept have any measurable impact on a corporation’s bottom line or on staff behavior? It certainly does, though the impact is difficult to quantify. Having a strong corporate culture provides a clear sense of identity for staff, clarifies behavior and expectations and usually makes decision making fairly easy because so much is already defined. People know where they stand and what is expected of them. However, a strong corporate culture also has a downside. Any corporation that has an entrenched culture will find change difficult. The inabilities to be flexible, to act quickly and to change rapidly are all competitive disadvantages in the global market economy. A weak corporate culture will simply have little influence on employee behavior.Then it comes to the bottom line, it is important for a corporation to have a culture of accountability. With a strong accountability culture, a corporation can avoid imposing a costly monitoring system which often hurts employee morale anddiminishes productivity.Finally, if you have a weak or mistrusting corporate culture, employees will vote “with their feet.” In a tight labor market the bad workers will drive out the good and the situation gets even worse. A corporation will always need some type of controls but the goal is to have as few controls as possible—just enough to ensure that people don’t violate the rules.Employee reactionsIn truth, measuring the positive or negative impact of a corporate culture on a company’s bottom line re mains an elusive goal. Most companies do not quantify the effects of corporate culture. According to a 1996 global survey of business executives in Australia, Canada, France, Germany, Holland, the United Kingdom and the United states done by the consultants Proudfoot PLC, only38 percent of companies indicated that they measured the effects of their efforts to change corporate culture. Yet 86 percent claimed their culture change programs are successful. Methods of measurement included employee surveys the most common practice overall), meetings, independent surveys and informal feedback. Despite the inability to measure impact, more than half of all executives surveyed (52percent) felt that corporate culture contributes a great deal to the success of their companies. They just couldn’t say how much with any great amount of certainty.Views of successThe main goal of any corporation is to be successful. But how you define success will, of course, have an impact on how you organize our business and its culture. Again, the influence of national culture and local expectations play a paramount role in determining the corporate view. Wirthlin Consulting’s Worldwide Monitor finds what consumers in 13 countries view as for a corporation. Most consumers saidproducing the very best products and services defined success (indicating their individualistic cultures). However, in Japan, the most notable attribute was caring about the country’s social and environmental needs—a throwback to the culture’s emphasis on the importance of the group over the individual. In Italy, if a company was well run and well managed, then it was thought to be successful--an indication of concern about that culture’s history of chaotic politics and business management. In Mexico, a stable and profitable corporation was the benchmark of success. From these responses you can see the difficulties of attempting to set up a corporate culture that can effectively move across borders and meet the diverse needs of consumers in different countries.The ideal corporate cultureIt would be impossible to give precise detail on what the perfect type of corporate culture should be for a global company. It depends so much on the cultures you are operating in, the subject industry and the basic cultural components. However, there are some basic traits:Any culture needs to develop a sense of accountability among staff and employees.It needs to be coherently transmitted across cultures. If it is too akin to the headquarters’ culture, employees simply won’t accept it.Think locally, act consistently. While flexibility is important, there must be a consistent application of principles across cultures.It must be attuned to the competitive requirements of the world market and be able to change to adapt to new market conditions.Ervin Laszlo， The Journal of General Evolution. 1998, Vol. 52. pp. 181-186.企业文化的变革艾尔文.拉兹洛在当代商业的高层阶级中，经理们开始考虑不能保持公司现在的运行模式。
论民营企业文化建设 毕业论文 外文翻译中英文对照
Humanistic thought id eaAs the core of traditional Chinese culture, Confucianism has profound influence on Chinese psychological character and behavior for thousands of years. The Confucian cultural character are enterprising actively, advocate the accession to the world , locate " cultivate one's moral character " in the "household" and "governance" and "flat in the world", starting with the person, take the world ideal as the end-result, so that combine individual price and social theories together. We can say it is a kind of management thought from the beginning of the establishment . Whether it is based on the philosophical basis of explicit value judgment, or around the core concepts of organizational relationship, or through the practice of management chose to use strategy, Confucianism laid the cultural platform can make modern Chinese managers " achieving big business".Confucius said: "the world of man-made precious", "the benevolent people is human, beloving makes great". As one of The Four Books, The Doctrine of the Mean described the thought in details that the human is the center of the universe in its ideas of heaven and man. It said: "Only the world's most sincere person can fully recognize and practice their own nature; to make the best of their nature can get to know people with common nature ; to realize human nature can realize that everything has nature; to recognize the nature of everything in the world can help the living things in the world changes develop ; to help the living things in the world changes develop can get to heaven and earth. That is to say, people , heaven and earth tie for three, and people get the same respect with heaven and earth, and people are in the centre of world. At the same time, the Confucianist takes " intelligence" as a kind of displine. People have wisdom, therefore, people are the most intelligent animal in the universe. In modern society, people are not machines, but "human" who is conscious, emotional and has social relationships. Each of them has its special social relationship and the complex background relying on it. A scientific management system will inevitably need to consider these factors in the implementation process. The thought of taking respecting the human as purpose gradually enter into the management field. The most important point is not only to the interests of enterprises, but to start from a social perspective, respect for human rights, values and aspirations, and concern about their future. Therefore, respect for humanity, recognize the determined meaning of people in the development of enterprises, regard the people as the starting point and purpose of the enterprise behavior, it has important realistic significance to humanity of the construction of Chinese enterprise culture.Advanced enterprise needs the harmonious enterprise culture to support. Under the new situation, how to build harmonious excellent corporate culture to provide a reliable guarantee for the development of enterprises, is a currently facing major task. We believe that in the process of company culture construction should be people-oriented, through the staff to achieve the harmonious enterprise culture. Enterprise culture in the final analysis is the human culture, harmonious enterprise culture should be realized through people. The staff is the enterprise profit author. This requires us to protect the fundamental interests of employees, pay more attention to staff's woes, concern about the physical and mental health of staff, cogently help staff to solve difficulties in life and work, furthestly content the staff 's material culture and the spiritual and cultural needs, increase their sense of belonging and sense, arouse their enthusiasm and creativity, enhance the cohesion and centripetal force."People-oriented" is a new mode of modern enterprise culture, its core values is to dependon people, respect people, understand people, care about people, the realization of human value. (1)Rely on the people. The development of the private enterprises can not rely on a person, also not only depend on the original family members, should rely on most employees, the masses are the real heroes. Modern society decide an enterprise's development, the main lies not in the machine equipment, but that they have knowledge, wisdom, talent and skill. All economic activity, are made by people, people do not have energy, enterprise is no vitality and competitiveness. Therefore, managers must establish the business philosophy of relying on the people, through the joint efforts of all staff to create the brilliant outstanding achievement of the enterprise.And can’t think the enterprise is mine, you just work for me, I support you, you should thank me, my enterprise will still operate without you. Management’s slip of the tongue will break the hearts of the staff, it is difficult to imagine a enterprises without centripetal force, cohesive, competitive, can share a cup of soup in the international and the domestic competition.(2)The respect for each individual. As the enterprise, not only to respect every employee, but also to respect every customer, every user. Enterprise managers should alert" tools" thought that simply treat employees as the tools to achieve their business goals , and should regard them as a member of their own career team, take them as indispensable partner of the whole enterprise. Don’t allow insulting personality, damaging to human rights, ignoring the interests of employees, not respecting labor rights, manager without humanitarian is not a good manager. When the staff's work is affirmed and respected, he would try his best to achieve his duty.(3)Understanding and caring about staff, using a motherly tenderness treat employees, to give employees more humanistic care, to realize their life values. " Loving them like their parents, they will attribute to you as flowing water." Marx Webb thinks that they must exist undetected, invisible mental force behind any great career , it leads people to strive for economic fruit, encourages people to develop business and profit, accumulate wealth, innovate again course of enterprise diligently. Managers take psychological emotion as the link to reasonable principle of infiltration, care staff, be permeated with thick human, will become the source of enterprise centripetal force. Common to care for the sick, to the dead to condolences, mourning to be pension, emotional input. Ensure that staff in the disease, old, injury, incomplete and unemployment of normal life, improve employee's salary, benefits, rich existing the means of incentive, adopt diversified distribution methods to do to a key position and income policy talents tilt. Employees will think managers and read the virtue of its of love, with loyal attendance, the incentive to the wisdom of poor health living.(4)The cultivation of harmonious interpersonal relationship, advocating team spirit vigorously . In the enterprise, the staff regard the enterprise as their “home” of survival and development , they will make all-out efforts to do their own work ,exert maximum strength for the enterprise's survival, development. It is the bounden duty of enterprise managers to make the enterprise's appeal to the greatest limit, managers how to create a " strong magnetic field effect"? By understanding and respecting, by the noble personality and interaction of telepathic communication, to establish good relationship between managers and employees. Realization the employees’ corporate philosophy from cognition to identity, working attitude from making a living to respect-work , thoughts and feelings from pleasure to belonging, to enterprise itself from trust to relying on, and such a series of leap. Everyone fully play their ability, and can be mutual cooperation, and this is where the secrets of the organization. Any organization if not most fully play their individual ability, the organization will surely is inefficient and ineffective. To use aCoca-Cola company President motto: if one day I am enterprise unfortunately the submerged, I can totally with enterprise's" strong magnetic field effect ", perform a "cylindrical lay golden" feat, started to start all over again.The establishment and perfection of socialist market economic system, private enterprise cultural reconstruction is an important assure to promote civilian battalion economy and the whole society productivity develops quickly. Therefore, it has attracted wide attention from the society.First, civilian battalion enterprise culture connotation analysisTo better carry out our country’ private enterprise cultural reconstruction re search question, we must first study the true meaning of the private enterprise cultural reconstruction, understand its qualitative formulary. At present, although the domestic and foreign have a variety of understanding to the" recycling" connotation, the basic content is to" recreate"," redesign", giving up old things and try to do from the beginning . To carry out analysis and research of private enterprises, private enterprise cultural reconstruction should include three main elements: First is to discard the whole of the morbid enterprise culture, to construct healthy and can long time to promote business growth of the higher level of the enterprise culture, to abandon the family emotion type of enterprise culture, to shaping system constraint type of corporate culture, concept guiding type of enterprise culture and the pursuit of corporate culture, so that different types of corporate culture has a qualitative change; Second is to reset the enterprise culture administrative levels or structure position construct the new core level, and form a unique corporate culture system; Third is to completely change the traditional slow corporate culture dissemination and diffusion form, greatly reduce corporate culture production procedure, shorten its formation and penetration process and time.Second, private enterprise cultural reconstruction the deep reason analysisFrom overall look, the vast majority of our private enterprise culture power is still fundamentally inadequate, it needs to design and create. The deep reason lies in four aspects: First is the core of enterprise culture level -- basic values formation, spread and diffusion in a passive state, mostly in the constrained condition. Long period, private enterprise's basic values embodied in the enterprise production and management as entity only law-abiding and lawfully pay taxes, not to consider other aspects of the interests and needs of the country. The basic view of value is an important feature of people's thinking to passively adapting certain regulations, thus limiting the managers and employees of culture positive communication and to the highest pursuit of the concept of corporate culture, so that the operation in the " for me " state, it is difficult to form strong core culture, greatly reduced the overall enterprise culture's impetus, inhibition of material productivity; Second is the enterprise culture level on the low side, it is difficult to support the enterprise long-term rapid development. Private enterprise culture level height is by corporate culture type decision. From our country in last few years the circumstance looks, civilian battalion enterprise culture is mainly divided into the family emotion type, system constraint, to guide the concept type and pursuit of type four. At present, most of the private enterprise cultures belongs to the first and second types, the third type is less, and the forth is far less. These four types of corporate culture in accordance with the material productive forces driving the degree of sizeclassification, can be divided into the lowest level, low level, high level, the highest level four types . Only changing to the concept guiding corporate culture and ultimately resulting in pursuit of enterprise culture, can make the culture of private enterprises to a higher level and form a strong corporate culture, for private enterprises to sustained, rapid development of a broader space; Third is the formation of enterprise culture, communication and diffusion is not better built on the foundation of construction of ideology of the party, failed to form a correct political direction, cause the enterprise culture foundation. The formation of corporate culture, communication and diffusion is embodied in the thought construction and acts to regulate the whole process. As a result of the process of enterprise culture construction is often dependent on entrepreneur, management ideas, not reflected in the ideological construction of the party, the thought is mostly confined to the traditional only the interests of enterprises economic considerations, but not from political height to take into consideration of the country or the benefit of society, so that the enterprise culture construction from the the right direction, unable to form a belief system and culture communication system, greatly reduce the staff cohesion and centripetal force. Many of the entrepreneurs and the concept of values is limited to the economic aspect, only the lower level economic philosophy, economic values, it can't development to the high level of political philosophy and political values, not the interest of the country above everything, and efforts to fight for.Forth is the formation of enterprise culture, communication and diffusion links more, longer duration, higher cost, reduces the power of corporate culture. The enterprise culture is to serve the development of material productivity. However, over a long period of time, due to the formation of corporate culture, communication and diffusion through a series of procedures, this culture is the old hierarchy culture, communication and diffusion time is long time to pay cost, administrative cost, high operating costs, effects of material productivity greatly, weakened the competition ability.Third, private enterprise cultural reconstruction the train of thought to discussThe private enterprise cultural reconstruction is a complex systems engineering, involving the enterprise organizational structure adjustment, material productivity development level, culture level or structure set, interpersonal coordination, interest allocation relation to wait for a problems. Accordingly, firstly must identify the rebuilding of corporate culture for the guiding ideology and principle. For private enterprise cultural reconstruction, the most fundamental requirement is to be on the existing corporate culture pattern to be broken thoroughly, to build corporate culture hierarchy or structure, the progressive realization of service-oriented corporate culture oriented and the pursuit of corporate culture change, make it become a high-level corporate culture. The private enterprise cultural reconstruction should be identified three principles: First is gradually implement principle. The formation of corporate culture, communication, diffusion and material production is different, mainly through the people's thought and form of consciousness to reflect, is a long-term development and change of the process, not possible in the short-term, therefore, should be gradual, phased out, do not be anxious for success; Second is followed by the formation of corporate culture, communication and diffusion rule principle. The formation of corporate culture, communication and diffusion has its own unique rules, often run in different forms, through a variety of means to play or channel enterprise cultural strength role, if theenterprise culture reconstruction in violation of the operation of law, without considering the people state of mind and matter productivity development level, to reconstruct the spoil things by excessive enthusiasm, will give the formation of corporate culture, communication and diffusion in great disorder, causing massive destruction of the power of corporate culture; Third is to promote the rapid development of the principle of material productivity. New enterprise culture, is in order to better adapt to the development of productivity and accelerate the material. If not achieve this, enterprise culture reengineering unnecessary. So promoting rapid development the material productivity should be the starting point of corporate culture reengineering and essential requirement.Forth, private enterprise culture should focus on the four aspects of the workFirst, entrepreneur need to make concept revolution self-consciously, remodeling higher-order core values. Entrepreneurial values is the core viewpoint of value, determines the basic values of the formation and the role of the size, is to implement the rebuilding of corporate culture for bibcock, should be placed into the most important position. But the entrepreneur should establish the core values, it should be deep in thought formed supreme idea, consciousness of philosophy revolution, from philosophy to political philosophy and the philosophy of the leap. And realizing the idea of revolution, we must fundamentally solve the problem of form of implementation of system of ownership reform problem, namely in the realization of philosophy before the revolution, to establish a new form of implementation of system of ownership, it is the enterprise culture is the key factor; Second is to build corporate culture level, breaking many rank enterprise cultural boundaries, reducing enterprise culture, communication and diffusion process, shortening the corporate culture infiltration process. The conept guiding enterprise culture Should be built as soon as possible , especially the pursuit of enterprise culture suitable for the type of enterprise culture management system. Charging by the specialized departments, coordination, strengthen management, the entrepreneurs highest concept and supreme realm and lofty moral character spread and spread to the general staff, reducing the traditional with the longitudinal structure based corporate culture process. As far as possible to shorten the time limit of the communication of corporate culture, process cost; Third is to make corporate culture dissemination and diffusion and the party's ideological construction together, and raised it to a higher level to treat. The ideological construction of the party is a high level of political philosophy of the special enterprise culture construction, must become the soul of enterprise culture construction and the correct orientation of the representative. From political height to ponder over the construction of enterprise culture and ideological construction of the party 's integration problem; We should point out that special, enterprise culture construction must be fully reflect the request of "three represents" thought, and as a high level of guidance of the enterprise culture to treat, make after the transformation of the enterprise culture become the new mode. Forth is to create conditions for the establishment of a learning organization is the important guarantee of organization reengineering of enterprise culture. Enterprise culture is a kind of interpersonal behavior, must have the majority of the active participation of employees, in order to make the reconstruction successful. In order to make the majority of the staff from the passive participation to the pursuit and longing, it should be established as soon as possibleadvanced organization form -- the learning type organization. In this organization, guiding and requiring the majority of employees "Practicing", establishing common goals, the superego, breakthrough thinking, team learning, for the reconstruction of corporate culture lay a solid ideological foundation.人本思想理念儒家思想作为中国传统文化的而核心，数千年来深刻影响了中国人的心理性格和行为方式。
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。
企业文化英文
企业文化英文Corporate Culture Corporate culture refers to the beliefs, values, norms, and behaviors that shape an organization's functioning and define its identity. It encompasses the shared values and practices that guide employees' interactions and decisions, ultimately influencing the overall success of the company. In this article, we will explore the importance of corporate culture and its impact on organizational performance.The Role of Corporate CultureCorporate culture plays a vital role in shaping the behavior and attitudes of employees. It sets the foundation for the organization's values, guiding principles, and overall goals. A strong corporate culture fosters a sense of belonging, encourages teamwork, and motivates employees to strive for excellence.One of the primary functions of corporate culture is to establish a shared identity among employees. It provides a sense of purpose and direction, aligning individual objectives with the organization's mission. When employees feel a strong connection to the company's values and vision, they are more likely to be engaged and invested in their work.Moreover, corporate culture influences decision-making within the organization. It sets the boundaries for acceptable behavior and helps employees make ethical choices. By providing a clear framework for decision-making, corporate culture ensures consistency and accountability among employees, which is crucial for maintaining the company's reputation and integrity.Creating a Positive Corporate CultureBuilding a positive corporate culture requires a deliberate effort from leaders and managers. Here are a few strategies to foster a healthy and inclusive corporate culture:1. Define core values: Start by defining the core values that reflect the desired culture of the organization. These values should align with the company's mission and serve as guiding principles for all employees.2. Lead by example: Leaders and managers play a crucial role in setting the tone for the organization. By embodying the values and behaviors they expect from their employees, they can influence the overall corporate culture.3. Encourage open communication: Promote a culture of transparency and open feedback. Encourage employees to voice their opinions, concerns, and ideas, fostering an environment of trust and collaboration.4. Recognize and reward achievements: Recognize and reward employees who embody the desired corporate culture and demonstrate exceptional performance. This reinforces the importance of the values and behaviors the organization values.Benefits of a Strong Corporate CultureA strong corporate culture can yield numerous benefits for an organization, positively impacting both employees and the bottom line. Some of the benefits include:1. Employee satisfaction and retention: A positive work environment anda strong sense of culture can increase employee satisfaction and reduceturnover rates. When employees feel valued and connected to the organization, they are more likely to stay committed in the long run.2. Improved productivity: A strong corporate culture promotes employee engagement and motivation, leading to increased productivity. When employees find meaning and purpose in their work, they are more likely to go the extra mile and perform at their best.3. Enhanced reputation: A positive corporate culture can enhance the organization's reputation among customers, partners, and the public. Companies with a strong culture are often seen as more trustworthy and reliable, attracting more business opportunities.4. Effective decision-making: A well-defined corporate culture helps guide decision-making throughout the organization. When employees understand the organization's values and principles, they can make decisions that align with the company's objectives and are in line with its ethical standards.ConclusionIn conclusion, corporate culture plays a crucial role in shaping an organization's identity and influencing its performance. A positive corporate culture fosters a sense of belonging and purpose among employees, leading to increased engagement and productivity. By prioritizing a strong corporate culture, organizations can reap the benefits of increased employee satisfaction, improved decision-making, and a positive reputation in the market.。
【商务英语】企业文化(中英)
1。
Corporate Culture企业文化（企业个性,形成于企业生产经营实践之中，为全体员工所认同并且遵守的、带有本组织特点的使命总之精神价值观和经营理念，以及这些理念在生产经营实践、管理制度、员工行为方式和企业对外形象的体现的总和.为企业灵魂，推动其发展动力。
有有形与无形之分。
）❖The personality of an organization（warm，aggressive，friendly, open，innovative, conservative, and so on。
）❖Guides how employees think，act and feelis a broad term used to define the unique personality or character of a particular company or organization，and includes such elements as core values(核心价值观）and beliefs, corporate ethics, and rules of behavior.2。
Functions of Corporate Culture企业文化的主要功能Three key functions are:❖Provide a sense of identity for members.导向功能：对每个员工价值取向及行为取向的导向功能❖Generate commitment to the organization’s mission.凝聚功能：一种价值观被员工所认同后产生巨大的向心力和凝聚力.❖Clarify and reinforce standards of behavior。
约束功能:软约束。
产生于企业文化的氛围、群体行为准则和道德规范。
3。
Culture as the Organization’s Personality作为企业个性的文化1）Risk Taking Personalities喜欢冒险个性：Organizations encourage employees to take risks。
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企业文化中英文对照外文翻译文献(文档含英文原文和中文翻译)The Corporate Culture Rebuilding of E-business With the development of large-scale e-business, The E-commerce culture comes into being. It is an enterprise that produces a new value. The new integration of internal resources of the enterprises, which reduces transaction costs and improves efficiency. And it can short the cycle of production, and get many other benefits. Also it challenges on the existing corporate culture. The rise of e-commerce is a means of rapid development of technology that leads business models change. The survival of traditional economic activities, the means of operation and the management mechanisms have changed completely. The traditional corporate culture also faces a big strike.First, the Contribution to the Enterprise Value of Corporate CultureCultural phenomenon is a symbol of civilized country and a major witness of the nation. Broader culture includes knowledge, belief, art, morals, law, customs and every person as a member of the social to obtain ability and habit, including the complex whole. The survival and development of the enterprise plays an important role as a "sub culture" of the corporate culture. Corporate culture is the product of a market economy and commodity economy, embodying the objective laws of market economy. It reflects the company's competitive practices, competitive spirit and overall image. The enterprise culture is the company's management philosophy, enterprises face in which the social and business environment in the long-term production of business activities. And it gets all employees accept and agree to honor, which fights for a set of informal rules of success. It shows a kind of management philosophy and business practice to achieve through what kind of target. It is an important part of economic management. Corporate culture means a company's value, and these values become a norm of behavior of employees’ activities.How to increase profits, reduce costs and expenses is the origin of the corporate culture. Its meaning is how to enable enterprises to effectively integrate resources in order to achieve external flexibility and realize sustainable development in the competition. Corporate culture for the enterprises to develop cultural managementindicates a clear direction. The foreign competition environment for building highly adaptable and responding quickly to change is the final purpose of enterprise culture, according to environmental behavior capacities, which in fact is the company, owned by the external competitive environment by the needs of internal resources the ability to integrate and use. Corporate culture should promote the formation of the capacity of the system and maintain a good system. Many Chinese companies, for example, Haier, Lenovo, and so on, the secret of enterprise success is to develop a set of corporate and business philosophy that forms its own unique corporate culture.1, the corporate culture reflects the company's image and spirit. Establishing a good corporate image needs support of Modern business, from leadership to staff quality, from product quality to management facilities, from the environment to the product development, infiltrating cultural factors, and all reflecting the corporate image. Good corporate image (the "goodwill") is an intangible wealth and assets to display the "brand effect", which wins the social and public support, in line with modern public relations and marketing theory. From the modern management theory, it reflects the spirit of enterprise groups and the ideal goal, showing the direction of development of enterprises and business purposes. It is on behalf of the company's future prospects; so that every member company can voluntarily contribute to the achievement of organizational goals, from the enterprises in the fierce competition in technology press "beautiful and fragrant flowers."2, the corporate culture as in the business as a new management theory to play an extremely rebuilding role.First, creating a environment for flexible coordination of business operations, the corporate social systems as a subsystem, continuously with the surrounding environment material, energy and information exchange, social environment is relatively more objective. And enterprises need to adapt to environmental changes, researching the laws and requirements of environmental change, a clear tendency of economic development compatible with the social needs and potential demand, which improve the enterprise's various weaknesses and adjust to business strategy, creating a new corporate culture, and environment interaction to achieve dynamic balance thatcreates a cycle of market environment, promoting the restructuring of joint-stock company into the future state of healthy function.Second, it is conducive to the formation of the values of their all operation. The development of corporate culture as the underlying motivation, its values is the core of corporate culture. And it is a business organization and the basic concepts and beliefs. For enterprises, the core task is how the market to survive and provide consumers with appropriate products and services. The core mission of business does not automatically guarantee a corporate member with a common objective. Values established by the company code of conduct for employees defined in an extremely successful and the objective pursuit.Third, it helps to improve the all quality and foster corporation. The composition of the corporate culture includes ideology, culture, technology, culture, management culture, quality culture and entertainment culture. On the one hand, the culture of integration promotes the improvement of the quality of the entire staff. Because the influence of a common culture, the formation of a common awareness and behavior-oriented preserves and maintains the unity, cooperation, the harmony between employee relations, the objective to strengthen the unity, the overall development of the performance.3, the business culture is a kind of meaning. It is different from the surrounding environment of the enterprise as a system. Its internal mechanisms of the coordinated operation of the corporate culture can not be separated. On the one hand, a direct effect on corporate culture, employee code of conduct, professional ethics and clip point, nurture and develop the corporate culture, which improves the cohesion and solidarity, increasing employee’s satisfaction, sense of identity and belonging. On the other hand, the corporate culture of the major decisions of business, the company's long-term goals and strategies as well as the implementation of rules and regulations have not be underestimated.Second, the Building of Corporate Culture, the Need for ChangeIn the 21st century, the enterprise culture of Chinese business faces multiple challenges: the arrival of knowledge economy, the corporate culture, the question ofhow to enhance the value of knowledge, knowledge workers how to deal with new issues; market-oriented reform, making the planned economy era the formation of corporate culture and old ways, old routines often fail; and the rise of network technology, but also for the birth of a new corporate culture provides a weapon. Sentence: mechanism changed, times have changed, technology has changed, so many companies are faced with reshaping corporate culture. Gerstner saved Big Blue, the first is to explicitly change the corporate culture of IBM's basic values, the creation of IBM's culture, which is "strive to win (Win)" "fast execution (Execute)" and "team spirit (Team) ". Gerstner said, " as IBM's leaders, of course you need to lead the planning and specific projects, but your responsibilities also include leading the staff, the establishment of work teams, and the creation of high-performance corporate culture." GE Jack Welch, former CEO also said: "Our vitality curve is able to function effectively, because we spent a decade in our enterprise to establish a performance culture."From our point of view of corporate culture development status, can only say that the end is still in a relatively level, the "corporate culture strategy" did not receive due attention, the cultivation of corporate culture, lack of guidance systems theory, corporate culture, most of the traditional culture in the enterprise the epitome of such enterprises often lack vitality, dead, suffering from a lack of excellent sense, may be severe centrifugal serious. Overall there are more defects in our corporate culture phenomenon with error, our corporate culture common errors are:1, the phenomenon of cultural obscurantism. Such phenomenon is common in those autocratic leaders or operational problems of the enterprise. Performance of the leaders of the extreme stress on certain cultural values, education and means to promote radical. It is because the causes of most of the leaders hope to achieve within the enterprise.2, no cultural phenomenon. Usually presents companies have a very strict system and the various rules and regulations. The system provides for employees to do and not do, but there is no clear cultural ideas and values advocate, neglect of education and training of employees. Such phenomena generate up to industrial manufacturingcompanies, most of the causes of quality is not high because the leaders themselves, or lack of understanding of corporate culture. Or want to cover up some kind of cult of the individual facts. Such enterprises are usually easy to produce leaders of the blind worship or silent on the situation.3, the ideal culture phenomenon. It is common in those with young people as the main force of the emerging entrepreneurial companies. Manifestations of these companies will make some unrealistic ambitions and cultural ideals, its advocacy of the concept will be a kind of beyond the enterprise to transform the world's sense of mission. "Great and empty," the slogan of the people beyond the reach; grand, lofty goals often lack a unified real objective basis. Most of the causes of such phenomena is that leaders have too lofty ideals and the lack of work basket for fruits of the spirit. Performance of the majority of such employees are passionate emotion, but may have overlooked the immediate situation and today what to do evil.In addition, many corporate culture inhibits the human personality, in the enterprise is only concerned about people's "collective", denied the people's imagination and creativity, produced under the concept of small-scale production of "collectivism", it is difficult to form business cohesion.Now the competition is intense, and survival of the fittest as the new rules of the game, our company's corporate culture than the United States, Japan has lagged behind many, if not catch up now, defeat in the competition will be inevitable. Therefore, the new corporate culture and change the shape of a project is China's enterprises not wait for new topics.Third, the age of electronic commerce to shape and change our corporate culture, the idea of1, analysis of internal and external factors, refined culture and a culture of innovation speedIn the era of e-commerce business to choose what kind of a core value is to create the most important issue of corporate culture. Information economy is the "speed economy", the speed has become a tool to improve competitiveness. The emergence of the Internet makes the world changes faster and faster, can be described by leapsand bounds. Internet-based e-commerce can thus quickly understand market information, quickly and easily collect customer needs, extensive product information, complete the online transactions in real-time settlement, a large number of business activities can be instantaneous, the production efficiency has been greatly to improve. In short, information technology and network technology makes extensive use of e-commerce enterprises to enter the market, the threshold can be greatly reduced. Now the world is talking about innovation, because in today's economic environment, the only constant rule is everything is changing. In this regard, any organization or business if you do not always change and innovation, it is impossible to maintain their competitive advantage. "No innovation, on the death", innovation has become a corporate existence and development of important, and that only through its own innovation and certainty in order to deal with the uncertainty of rapid change. In the information context, the role of innovation has been an unprecedented strengthening, and sublimated into a social theme. In the age of electronic commerce, innovation has become the source of the vitality of enterprises, the traditional production scale, cost advantages and other factors will not decide the future, companies only through continuous innovation to survival and development. Conservative and conservative, is simply not in the fierce market competition based on the enterprise in the future in order to have a place in the global competition, we must break through the traditional idea of imprisonment and mindset, bold innovation, firmly grasp the ever-changing business opportunities.2, new ideas, to shape employee behavior.Shaping the behavior of employees is a corporate culture an important part. For those who play the leading role in e-commerce companies, the most is neither a shortage of raw materials, nor money; neither the technology nor the emerging markets, but lack of talent. The twinkling of an eye and talent for the future to plug the wings of imagination. • McKinsey & Company, president of the United States Ed Michaels said: "is not difficult to raise funds, a smart business strategy can be imitated. Technology half-life has been shortened for many of today's companies, talent is the primary competitive advantage factor. " Today, managers realize that in today'seconomic globalization, e-commerce and network speed of the global market, ownership of talent from the established elite business decisions quickly is critical. E-commerce businesses depend on employees' ingenuity and initiative to make closer to consumers, the decision to market faster response.E-commerce, focusing on service, but electronic means. E-commerce can also be said of electronic services, the Internet to the service of humanity, the core service is not technology, but the corporate culture, quality of the staff; Internet economy is the service economy, rather than the technical and economic, the network platform for consumer transactions, environment is not a merchandise display; manufacturers not simply suppliers or vendors, but service providers, who have better service than anyone else, who earn more money.In the new e-commerce environment, the most successful companies in the past only to give new employees to enjoy the respect of customers: their equality through the creation of an elite management system to meet the employees engaged in meaningful work and the desire to create wealth. They generously reward employees for good performance, not just cash, but also allow them to have ownership of enterprises,3, the leader personally, keep valuesIn decision-making behavior in e-commerce businesses, innovation is very important. First, the organizational structure to be from the original pyramid, top-down, hierarchical control structure of the network to the new organizational structure transformation. Second, the management focus from capital management to knowledge management. Knowledge management is the use of collective wisdom to improve responsiveness and innovation. Third, the new management ideas and methods are emerging. In the information age and network conditions, the new economy and created many new management ideas and management methods, such as flexible manufacturing, distributed manufacturing, agile manufacturing, business process reengineering, learning organizations, manufacturing resource planning and other new ideas and new methods .The founder of e-business and business operations will encounter variousunexpected difficulties and frustrations: such as financial risk, trading risk, and increasingly competitive market, if subjected to any eventuality, no toughness will completely collapse. Therefore, entrepreneurs should be afraid of failure, afraid of setbacks and indomitable courage, devotion to the cause should be, afraid of risk, risk-taking spirit.电子商务企业文化重建随着网络时代电子商务大规模发展，电子商务企业文化随之产生，它在一个企业产生一种新的价值观，使企业内部资源得到从新整合，在为企业降低交易成本，提高效率，缩短生产周期等诸多好处的同时，也对已有的企业文化发起了挑战。