企业文化外文参考文献

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。

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

企业文化与经营业绩外文文献以下是一些关于“企业文化与经营业绩”的外文文献：1. Kotter, , and Heskett, (1992). Corporate Culture and Performance. New York: The Free Press.2. Thompson, , Chandrasekar, N., and Clark, (2006). The impact of corporate culture on business performance: a study of the automobile industry in Australia. Journal of Management Development, 25(7), .3. Guthrie, , and Hertz, (2009). The impact of corporate culture on organizational performance: a literature review and agenda for future research. Journal of Management Development, 28(7), .4. Kraft, K., and Hwang, J. (2011). The role of corporate culture in predicting business performance: a meta-analysis. Journal of Management, 37(6), .5. Davis, , andCollins, (2004).The impact of corporate culture on the bottom line: a ten-year review. Journal of Management Development, 23(5), .这些文献对企业文化的定义、企业文化与经营业绩之间的关系、以及如何通过建立强大的企业文化来提高经营业绩等方面进行了深入的研究和探讨。

企业文化外国文献【篇一：企业文化外文参考文献】corporate culturethe concept of enterprise cultureenterprise culture is formed in the long-term of the venture and development process among the enterprise staf. they cultivate the common goal, the highest value standard, basic beliefs and behavior. it contains a very rich content, including business philosophy, value concept, the spirit of enterprise, enterprise morality, group consciousness, enterprise image, enterprise system. its core is the spirit of the enterprise and values.the value of enterprise culture1.enterprise culture affects the enterpr ise’s lifeculture is informal. but it exist everywhere and every time. in the developing of an enterprise, things informal is more important than that of formal, software is usually more important the hardware. this is not only the character of modern ec onomy, but also the outcome of enterprise culture’s effect in long time.enterprise culture is the spirit of the enterprise, is the power that drives the enterprise developing, and is the best way for the enterprise to get the growth of its economy. the development needs culture and the culture can support the development. in any case, there will be no long time development without culture’ support.2.enterprise culture builds the enterprise’s core competence the 1960’s the core content of enterprise com petition is technology , in the 70 s, it is management, in the 80’ s, it is marketing, in the 90’s, it is the brand, and the 21’st century the core competition between enterprises is the culture. enterprises short-term prosperity can get in so many ways, but the enterprise long time growth can be only from the power of the excellent enterprise culture, the effect of suitable culture on the development and growth of enterprises is huge, because it has infinite driving force on the staff.the spirit and idea s is the core of the enterprise’s culture. when a good enterprise culture establishment, it brings thewisdom of the group, the spirit of collaboration, fresh vitality, this is equivalent to for enterprise with a powerful engine for enterprise innovation and development, and can uninterruptedly supply spiritual power for the enterprise.culture the best way to mobilize the staff of an enterprise. it brings staff home feeling in their work. it is the resource of the cohesive power inside and the expansionary force outside of the enterprise.the concept of brand culturebrand culture is the core of brand value, it include the value concept, grade, appeal, express feelings of the brand, the value of the brand culture is that it brings items of the brand to the flourish spirit world of human being. brand culture not only can bring people good feeling but also improve the core competence of the brand.brand culture mainly has three level content: the first level is the brand value system, which is made up of a series of concept of brand owners and operators, including the pursuit of quality concept, management concept, service concept, social concept and so on; the second level is the behavior model of the brand, including the operator’s management and marketing strategy, market development means, transmission channels, service mechanism and attitude, etc. the third level is the brand in the visual image level. this aspect mainly includes the name of the brand, brand appeal, brand identification, product external image and so on. the brand culture construction isthe process to adapt to the consumer demand, realize the brand image, maintenance for goals, and complete the heart contract between the brand and the consumer.the concept of culture marketing powerculture marketing power is that enterprises, through the cultural marketing, get strong marketing idea, super marketing image, a new marketing model, and so get strong marketing power.译文1企业文化企业文化的概念企业文化是指企业全体员工在长期的创业和发展过程中培育形成，并共同遵守的最高目标，价值标准，基本信念及行为规范。

企业文化建设英文参考文献IntroductionCorporate culture refers to the collective values, beliefs, goals, and practices that shape the behavior and perception of an organization. It is one of the critical elements that differentiate one organization from the other. Culture has a significant impact on every aspect of an organization, such as employee engagement, productivity, and overall performance. Therefore, it is essential to develop a positive culture that aligns with the organization's goals and values. Effective corporate culture building requires a commitment at all levels of the organization, from top management to front-line employees. This paper provides a comprehensive review of significant works on corporate culture building.Impact of corporate cultureCorporate culture has a significant impact on the employees' behavior and the achievement of organizational goals. It provides a framework that guides the individual and collective decisions, behaviors, and perceptions of employees. Schumacher (2018) argues that corporate culture is the driving force behindhigh-performance organizations. He further argues that effective corporate culture-building practices create a sense of belonging, loyalty, and commitment among employees, which leads toincreased productivity and performance. This assertion is supported by the work of Denison (2012), who established through empirical research that corporate culture has a significant impact on organizational performance.Characteristics of effective corporate cultureAn effective corporate culture should be aligned with the organization's goals, values, and mission. Baker (2017) argues that culture should be designed to support the organization's strategy. In other words, culture should be purpose-driven. An effective culture should embody the principles of transparency, accountability, and fairness. A culture that promotes inclusivity and diversity leads to better organizational performance. Additionally, a culture that encourages open communication, collaboration, and innovation fosters an environment that nurtures ideas and promotes creativity.How to build corporate cultureBuilding an effective corporate culture requires a deliberate and systematic approach. The process should start with the identification of the organization's goals, values, and mission. This process should involve all stakeholders, including top management, employees, and external stakeholders such as customers. The next step is to define the cultural principles that align with the organizational goals and values. These cultural principles should be clearly stated and communicated to allstakeholders. It is essential to create a culture that allows for innovation, experimentation, and continuous learning.Leadership plays a critical role in shaping the corporate culture. Leaders should embody the cultural principles and lead by example. Leaders should inspire, motivate, and engage employees to embrace the culture. It is critical to establish a reward and recognition system that reinforces the cultural principles. Rewarding employees who embody the cultural values creates a sense of ownership, loyalty, and commitment.ConclusionEffective corporate culture-building practices are critical for defining the organization's identity, values, and mission. Corporate culture shapes the individual and collective behavior, perceptions, and decisions of employees. An effective corporate culture should be aligned with the organization's values and goals. Creating a positive culture that supports inclusivity, diversity, and innovation can lead to increased employee engagement, productivity, and organizational performance. Effective corporate culture building requires a commitment from all stakeholders, including top management, employees, and customers. It is critical to establish a deliberate and systematic approach to building the culture, which involves identifying the cultural principles, communicating them, and establishing a reward and recognition system that reinforces them. Leadership plays a critical role in shaping the corporate culture. Therefore, leadersshould embody the cultural principles and lead by example. Building a strong and positive corporate culture requires continuous effort and commitment.ReferencesBaker, R. (2017). The role of culture in generating and sustaining high performance. Journal of Organizational Culture, Communications, and Conflict, 21(1), 14-29.Denison, D. (2012). Corporate culture and organizational effectiveness. New York: Wiley.Schumacher, C. (2018). Building the performance culture: A systematic approach to driving organizational success. New Jersey: John Wiley & Sons.。

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

企业文化集中体现了一个企业经营管理的核心主张，以及由此产生的组织行为。

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

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

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

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

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

谢因通过案例研究和实证研究，阐述了企业文化如何塑造组织的成功。

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

这本书包含实用的建议和案例研究。

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

作者通过许多实例和经验分享，解释了领导者在创造积极文化方面的作用。

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

该书提供了实用的建议和案例。

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

作者理查德·布兰森提供了关于如何在组织内部激发创新和创业思维的观点和方法。

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

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

中文4370字本科毕业（设计）外文翻译外文题目Corporate Culture外文出处 Volume: 27 1989：P15-16外文作者Liam Gorman原文：Corporate CultureLiam Gorman What is Corporate CultureLet us now look more specifically at the question of what corporate culture is, the types of corporate culture that may exist, and at the question of best fit between culture, pany and environments.All definitions of culture refer to the underground nature of culture and to the hidden hand with which culture guides behaviour, thought and feelings.Looking at how culture is formed helps us to understand its character and impact. Schein[l], for instance, points out that culture is the total of the collective or shared learning of the group as it develops its capacity to survive in its external environment and to manage its own internal affairs. It prises the solutions to external and internal problems that have worked in the past and that are taught to new members as the correct way to perceive, think about and feel in relation to those problems.Culture is posed of:(1) Values and assumptions which prescribe what is important.(2) Beliefs on how things work;(3) Behavioural norms—a set of attitudes that are easier to decipher than values and assumptions.In the past, culture was thought of as a set of attitudes at the bottom of organizations which could be problematic, in that it was frequently an anti-management culture and thus "bad". It was assumed that management had the "right" attitudes, or attitudes in support of pany goals.Culture, however, operates at all levels, and we are now more aware that there can be aspects of culture affecting all hierarchical levels which can be self defeating for the organisation. Past crises, achievements, successes and failures lead to the creation of assumptions about:(1) reality (you cannot trust banks);(2) truth (people are a pany's most important asset);(3) time (you must always be seen to be busy);(4) human nature (women are less mitted to work than men);(5) human relationships (do not let subordinates get close to you).The conditions under which past organisational issues and problems were resolved do not remain in the consciousness of the organisation. Responses to these conditions bee automatic and accepted as the way things are done. In this way, severe limitations are set on individuals' behaviour and thought, and the strong but hidden impact of culture is established. This is not to say that because culture embodies past solutions, it is inappropriate per se. Obviously, some solutions found in the past do not have applications in the present, e.g. the wheel. The danger, however is that the problems facing an organisation may undergo change, and the past solutions andmethods may be inappropriate to the new problems. More devastatingly, decision makers may be unaware of how the hidden forms of culture are influencing them.Culture can influence what managers see, and thus how they respond. Lorsch[2] contends that the beliefs that top management hold can inhibit strategic change in two ways:(1)beliefs can produce a strategic myopia leading them to see events with tunnel vision, and this leads them to overlook the significance of changing external conditions;(2)when top management recognizes the need for strategic change, they respond within their existing culture, using responses that have worked in the past. In this way, yesterday's solutions may bee today's problems.Variations in CultureCulture can vary from one organisation to another, or even within one organisation. It varies along such dimensions as strength, pervasiveness, direction and obviously, Content.(1)Strength of culture refers to the extent to which members of an organisation embrace the values of the culture. Customer service, for instance, will take a higher priority in some organisations than in others.(2)Pervasiveness refers to the extent to which beliefs and values are shared amongst departments in an organisation. Culture depends on experience and departments are likely to have different problems to solve, different experiences and, hence, differences in culture.(3)Direction refers to the extent to which the culture embodies behaviour in line with the expressed strategy of the organisation, or behaviour counter to the expressed strategy. For example, the existence of alternative cultures arising from trade union mitments have, on occasion, threatened the survival of some business organisations.Overall then, a culture can be said, from a managerial viewpoint, to be positive if it creates behaviour consistent with the expressed strategy; if it constitutes values "owned" by members at all levels. It has negative impact if, for instance, the culture is such that it is strong and pervasive but antagonistic to pany goals; then the organisation has big problems in the strategy area. Equally, if it is strong and supportive of pany goals but only subscribed to by one group in the organisation, this too has adverse strategy implications.The Appropriate Culture for an OrganisationThe appropriate culture for an organisation depends on many factors, including the age of the organisation, its market, its geographical location, history and even the preferences of the chief executive and top management. Organisations which operate in dynamic environments in which consumer preferences change rapidly, technology developments occur frequently, and petition is intense, place a great emphasis on creativity, innovation and adaptability.However, in government departments, hospitals, welfare institutions etc., stability, predictability and getting it right at all costs may be more appropriate.Very strong cultures, too, can have disadvantages, as well as advantages. A major disadvantage is that they can prove particularly resistant to change. Awareness ofone's culture, its strengths and weaknesses and its appropriateness to its environment, may be a more basic element than factors such as strength and pervasiveness. It is important to know one's culture before one thinks about change. It may be more appropriate to tailor one's strategy to one's culture, rather than the other way round.The Functions of CultureThe functions of culture are:(1)Transmission of learning; through the organisation culture, members learn to perceive reality in a particular way, to make certain assumptions about what is important, how things work and how to behave, thus reducing plexity.(2)To unite the organisation; consistency in outlook and value makes decision making, control, coordination and mon purpose possible at all levels.(3)To give meaning to members of an organization people need to find meaning in their lives; it is important that they feel that they are part of a team. Loss of meaning, through the de-skilling of jobs, for example, can result in the development of a culture which excludes management.(4)To handle strong emotions; emotions ranging from anger, aggression and fear to hope and enthusiasm are handled according to the culture of an organisation.How to Understand Your Corporate CultureThere are a number of typical cultural indicators that help a manager to understand his/her culture.Stories and MythsMany organisations are confronted with overwhelming uncertainty, conflicts of interest and often inprehensible plexity.Through the culture's myths, metaphors and symbols, a different world is created, a world in which the perception of plexity is reduced, one in which the organization seems to have more control and to engage in rational action. Examples of myths include:(1) "Too much analysis is bad".(2) "It will be OK on the day".(3) "We are at our best under pressure".Organisations might also consider trying to influence the culture directly by creating myths, parables and metaphors that will excite people about problems facing the organisation or that will energise people by creating hope or success feelings by reminding them of difficulties that have been overe. It has been confirmed that the persuasive power of anecdote, story and metaphors have a greater influence than the persuasive powers of statistical information. Therefore, delving into the stories and myths of an organisation can lead to an understanding of the culture, and at the same time provide us with a possible mechanism for promoting change.Symbols and their MeaningsAs well as symbols of power and status, physical surroundings are also symbolically important. Corporate logos and liveries convey style and identity. The location of an organisation within a city and the type of building usually say something about the organisation' s values. The care taken with housekeeping can give evidence of attention to quality, just as the quality of physical surroundings forlower-level employees demonstrates how they are valued. These are examples of how observers can go beyond verbal messages to get in touch with the value system of the organisation.Rituals and Ceremonies: a public celebration of beliefs and values. Rituals and ceremonies serve the purpose of celebrating distinction at a senior level, or of rewarding spectacular contributions at all levels. The functions of ceremonies include:(1) integration and cohesion, e.g. we are all in this together;(2) reassurance of the strength of the organisation;(3) rallying support in an effort to sustain or improve the organisation;(4) enabling people to cast off their roles and organisational masks and present other aspects of themselves.Hero MythsSome organisations limit their heroes to a small powerful group, whereas others create hero myths at all levels and across all functions. The values of hard work, exceptional mitment to a particular goal, acceptance of personal responsibility and sustained effort in gaining confidence can be reinforced through hero myths. Hero myths serve many purposes:(1) they serve to set standards of performance;(2) they show that with effort, success is attainable;(3) they provide the role models for the organisation;(4) they symbolise the organisation to the outside world.However, hero myths can be dysfunctional. In a counter culture, for instance, hero myths may focus on those who have triumphed in an interdepartmental conflict, or by conforming ("to get along, go along") or they may enshrine the success of low-trust approaches ("do unto others before they do unto you").TaboosOrganisations generally reserve their strongest sanctions for breaches of taboos. Taboos are not usually made explicit, nor are the consequences of violating them. The oute from offending against a taboo typically involves dismissal, social isolation or humiliation. Frequently, taboos do not bee public until they are violated,and people do not even talk about them. In family firms a taboo can be concerned with disagreeing strongly with one of the founding family. Some organisational taboos centre on not challenging the moral assumptions being made by the business. The real danger of such taboos is that tolerance within society for these assumptions may begin to change (unnoticed by the organisation precisely because of the taboo element),and eventually lead to such severe problems for the organisations that survival can be threatened. Possible examples would be cigarette manufacturers, or panies with a history of atmospheric or environmental pollution.Rites of PassageRites of passage are a particular type of ceremony and include initiation rites, promotion, dismissal, and retirement:Initiation rites involve a formal initiation into some verbally embraced culture and later a further initiation in an informal way into the real culture. This contrast in initiation is highly significant in understanding the organisation.Retirement rites, while seeming to be about individuals, are usually the occasions for stories, speeches and anecdotes which reinforce particular cultural values.Dismissal rites are often used to suggest that the organisation is now cleansed of some deviant behavior or poor performance by the firing of a single individual, even though many others typically could have been held responsible. Dismissal rites are also used to show that firing is not arbitrary or unfair, but a systematic and judicial process has been conducted.Structure, Control Systems and Formality of RelationshipsOrganisations with many levels and well-documented procedures for decision making are unlikely to reflect a culture which puts a premium on risk taking, as opposed to getting it right at all costs. The pensation system in organisations can also provide an obvious clue about values. Salary scales in which employees progress in orderly increments over a long period are likely to reflect values of loyalty rather than values of achievement. Review of strategic decisions over a period of time can also provide pointers to the nature of the culture, since it can indicate trends and directions the pany is taking and trends in the options which are being discarded. In fact, it has been suggested that a good way to understand the deepest assumptions of a culture is to review the strategic decision making process, paying particular attention to the courses of action that had been rejected in that process.Cultural ChangeThe responsibility for strategy formulation, for identifying the need for cultural change and for pursuing this change lies with top management and the chief executive. There are a number of underlying issues that top management must recognise if they are to e to terms with culture and cultural change:(1) They must recognise that in most organisations top management has e to the fore on the basis of wisdom, solutions and performance that may now be in need of change. The questioning of a culture, however, may well threaten careers, statuses, power structures and self images. Often cultural change occurs when a chief executive is appointed and/or significant changes are made in the top management team. In many cases cultural change has arisen due to forces outside the organisation, e.g. customers, banks, government or loss of market share.(2) Managers should be aware that culture is formed not only by the organisation's contact with the environment, but also through members' contact with each other. Members of organisations must learn not only how to beat the petition, and how to handle outside forces. They must also learn how to deal with each other and their needs for power. They must learn to handle and control fear, anxiety and aggression towards each other. Equally, they must learn how to release their capacities for creativity, co-operation, hope and fun. Our fears lead to constriction of our thought and excess caution in our actions, leading to inderdepartmental protectiveness and organizational tentativeness that can lead to the decline and fall of many organisations.(3) Culture is perpetuated by random reinforcement. The assumptions, values and beliefs that make up culture are based on past experience — successes and failures. Past successes lead to an assumption that similar measures will result inorganisational success in the present and future. After a few successes with the use of such measures, their relevance ceases to be challenged and examined and they bee givens or assumptions about the nature of reality. Actions arising from such assumptions are randomly rewarded and so bee difficult to dislodge. Past failures induce avoidance learning whereby the individual, or by analogy, the organisation, is rewarded by a reduction of anxiety whenever the past threatening, dangerous behaviour or situation is avoided. In the meantime, however, circumstances in the present or future may have changed radically so that behaviour previously punished may now be rewarded.(4) Apart from planned cultural change, some incidental opportunities for change can arise that should not be overlooked. These include the appointment of a new chief executive, the introduction of new technology or the restructuring of the management team. These changes often do not work as planned because the existing culture is challenged and the changes are consequently resisted because the cultural issues have been overlooked.译文：企业文化利亚姆哥曼什么是企业文化现在，让我们更具体地来看一下什么是企业文化，企业文化可能存在的类型，还有文化、企业和环境之间的最佳配合问题。