企业文化中英文对照外文翻译文献

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.。

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## 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。

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【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.。

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。