企业文化外文参考文献
企业品牌文化建设外文文献翻译最新译文3000多字
文献信息: Thompson M. The research of enterprise brand culture construction [J]. Marketing Theory, 2015, 12(05):41-51.原文The research of enterprise brand culture constructionThompson MAbstractBrand culture is a culture trait in all the cultural phenomenon of brand of sedimentary and brand activities. Brand belongs to the category of high-cultural value, is the unity of the physical form and spiritual form, and is the combination of modern social and cultural value orientation. Enterprise brand culture is an important part of enterprise culture and enterprise culture including spirit culture, system culture, marketing culture, marketing and brand culture is the culture of a kind of expression form, is the enterprise culture construction of high-level pursuit. An enterprise has its own corporate culture, but does not mean that the brand culture, brand culture is the enterprise after years of efforts, the brand gain greater advantage in the market competition and influence.Keywords: Corporate culture; Brand culture construction; Development strategy1 IntroductionMarlboro (Marlboro) President Maxwell declared: "the brand is one of the biggest enterprise assets, the enterprise brand as the depositor's account, you are constantly in its value in the advertisement, and you can enjoy its high interest rates.”Coca-Cola Company a manager declared: "if Coca-Cola all factories overnight is destroyed by fire, but it can quickly back to life. Because Coca-Cola brand can make any company bonanza, by this you will get to the bank loan, come back to life. "Above all, the brand is a huge intangible assets, has is immeasurable power and very high social value and of great economic value.2 The necessity of brand culture constructionModern commercial society, enterprises pay more and more attention to the shaping of the brand. In the process of business development marketing, into the brand culture connotation, make it more with rich cultural atmosphere, improve thelevel and cultural value of goods, and thus have a huge economic effect and social significance.2.1Enhance the competitiveness of the enterprise brandIn the modern business, using the cultural connotation to participate in the competition can bring twice the result with half the effort. Then decide what is the basis for successful competition, why do some products can be in an impregnable position in the market, and some enterprise product was good, but is the occupation of the market. This surface is the price problem or quality problem, but in essence is the enterprise brand culture construction problems. Because enterprise brand culture determines the people's way of thinking, then decided to the enterprise business philosophy, goals, strategies, tactics and methods, etc. As a result of the enterprise brand culture gap, can form the gap between business strength. Therefore, only by establishing the correct values system, form a competitive brand culture of enterprise, to guarantee the brand enterprises in the competition. In today's world economic competition, the surface is the competitive products and services, is a deep layer management of competition, and then a deep layer is the competition system, and the deeper cultural competition. No cultural taste of enterprise, is the lack of the vitality of enterprises; No cultural flavor of the product, is behind The Times, is not popular with the consumer products. Brand is the deep culture, brand is a symbol of wealth, famous brand marks the social status, brand to prove the quality, and brand is the culture. Investigation showed that both residents consumer goods market and durable consumer goods market, its concentration is very high, the sum of the top 10 brands share is in commonly 70 ~ 80%.Consumers have to shift from simply pay attention to the matter of consumer brand utility to pay attention to consumer goods material function outside the other utility. Quite a number of consumers started from the "goods" to enter the stage of "brand consumption", the brand culture is born, brand competition is transferred to the enterprise brand culture came up, the connotation of brand culture more rich, more lasting, associated with people's thought life, the greater the brand competitiveness is stronger, and the stronger the brand enterprise competitiveness. Therefore, the brand culture is to enhance the brand competitivenessof the enterprise.2.2 Integration within the enterprise cohesion and competitivenessThe competition and development of the modern enterprise, the person has played a decisive factor, brand culture shape, is a values between internal decision makers, employees, society, the essence of management view and behavior standards, unified integration process, in the form of visual understanding through communication, interaction, mutual inductance, thus the enhancement enterprise's cohesive force and fighting capacity, promote the spirit of teamwork and progress. Brand culture is the enterprise product or service brand image, the manifestation of social values. The so-called "faithful" and "table" is the company's brand image, "in", is the core of the internal management staff, "table" and the thought of "in the" cultural value orientation is unified. Through the fusion of culture, can make well management and staff together, for the company for the society to create huge economic value and social value. McDonald's is no matter in which country or area of business development, insist on promoting construction company internal family happiness, the family culture, emphasizes equality and teamwork of the concepts of family affection, blame, let employees feel is a kind of warm loving together create the pursuit of the relationship.2.3 Cultivate staff quality and image of the goodBrand culture is the core of brand management idea, behavior standards, packaging unified visual identity. Is an important role on the cultivation of the quality of employees, such as solidarity, honesty and service production, sales, service functions? Employee is responsible for the brand, all the business activities on behalf of the company's brand image. behavior so that employees must conform to the company's brand culture connotation extension features, such as cosmetic skin care products series "kose", such as "Maybelline", when strengthening brand of beauty and fashion culture, pay more attention to the staff in the thought, language, behavior, good communication with customers, and the exercise of service quality, make customers feel personalized quality service in the process of consumption.2.4 Build the brand of good nature and strong expansion driveBrand value is embodied in the marketing management play a convey of cultural thought, is the nature of goods or services. Thinking of "science and technology people-oriented" brand culture, also expressed the inner "people-oriented, science and technology as the core, to fashion culture as the direction of" the world of modern culture management idea, thus in the process of development, always full of brand personality expansion drive and cultural dissemination of permeability.2.5 Brand of quality servicesBuild brand service is one of the important means to participate in market competition, is also a merchant's a tidy intangible assets. To build the brand service, the best method is to use the enterprise brand culture. Scholars LuKeHeng say ": American culture exists in the thoughts, emotions and responses of various industries has fixed mode, and spread it can be got through symbols. Culture constitutes the achievement of groups have distinguishing feature each, these achievements include they manufacture all kinds of concrete forms. Therefore, services such as to enterprise brand culture as the guidance, and participate in the competition of service, will createa successful brand service.3 The development of enterprise brand culture3.1 Fully aware of the development of brand culture strategic positionBrand culture's strategic position depends on the culture in the process of shaping brand value. As is known to all, the brand value depends on the brand product of social trust and loyalty, the higher consumer loyalty of products, the higher brand value. To maintain consumer trust and loyalty of the product, the upgrading of products is inevitable, but volatility is lesser, product development and upgrading of the guidance of culture to maintain certain stability. The stability of culture is the core of the product development, in the brand core value in the process of dominance; the key idea is the leading product value. American scholar Stephen king pointed out that ": the product is produced in the factory, the brand is what consumers buy, a product can be imitated by competitors, but the brand is unique, products become obsolete soon fall behind, and successful brand is enduring, its core brand culture". At the same time, the strategic position of brand culture reflected in the cultural positioning theauthority of organization, in foreign enterprises, determine the enterprise culture and brand culture of the organization of the board of directors, is the highest decision-making authority of the enterprise, decides the company management policy, strategy, etc., the authority of decision-making authority decides the brand culture in the enterprise management status, only know fully in place, they can better do a good job of the brand culture development. Given the current our country enterprise awareness of the brand culture is not yet in place, strengthen the enterprise core management of brand culture understanding, establish its strategic position, is particularly important.3.2 Shape under the same brand hierarchy culture systemEnterprise in a single brand for all product sales, should according to different product quality, the formation of hierarchical culture system. The cultural system consists of the values and brand series products of cultural values, mainly the core brand values, is the basis of product series of cultural values, plays a controlling role, its scope involves product development philosophy, marketing theory, organization operation pattern, is the core of the brand value, the key to segment the consumer market. Series of cultural values of the products is in the Lord, according to the characteristics of the product on the basis of brand culture, the development of niche value concept, has distinct features and different products cultural value should be obvious difference, it is divided into the basis of product quality. To the hierarchy of cultural system, enrich the connotation of brand culture; widen the breadth of culture, to expand the depth of the brand.3.3Establish a professional brand culture development organizationBrand culture in the core position in the brand development process, the decision enterprise must set up special organizations responsible for the management of brand culture development, the status of the agency must be in the strategic level, is the enterprise decision-making institutions directly under the leadership of the development institutions, the personnel structure must be involved in decision-making, management, product development and design department, sales department, etc., is a combination of collective wisdom. Should maintain the independence of the agencybusiness at the same time, to avoid the interference of day-to-day business management, design and develop independently. In the concrete implementation of brand culture development business, should strengthen the study of consumer behavior, grope for the consumption law of consumer groups, is characteristic of enterprise product brand development idea is put forward.译文企业品牌文化建设的研究Thompson M摘要品牌文化就是指文化特质在品牌中的沉积和品牌活动中的一切文化现象。
企业文化【外文翻译】
外文翻译原文：Corporate cultureWhen studying corporate culture in the sense of shared beliefs and values, it is important to distinguish two dimensions. The first dimension is the strength of the culture, that is, the degree to which these beliefs and values are shared. It is this cultural strength that has been the focus of this article and that has also received the most attention in the literature on corporate culture.But—whereas cultural strength has an impact on firm performance— it is the second dimension which often seems to have the larger impact on firm performance: the content of the culture, that is, what these people believe and value. In what follows, I now consider this article’s implications for the content of corporate culture. I show, in particular, that the manager has an important influence on the content of her firm’s culture and that a firm’s culture tends to persist over time, even when all original members of the firm have left. The working paper Van den Steen (2004) also shows why different firms may develop different cultures and why cultures may be suboptimal even when firms have unlimited opportunity to learn from experience.The manager’s influence on culture. To capture the content dimension of “co rporate culture as shared belief s,” I would like to define a firm’s culture to be that course of action on which most employees agree as the best course of action (at the point in time when they have to choose an action). With a finite number of employees, however, such action may not exist. I will therefore formally define a course of action a c to be the firm’s culture if the probability—over the distribution of employee beliefs—that two employees agree on a c as the best course of action is higher than the probability that they agree on any other particular action. As the number of employees goes to infinity, this definition almost surely coincides with the action on which most employees agree as the best course of action.My first result is then that a firm’s culture is influenced by its manager’s beliefs.I will show in particular that—under reasonable conditions—the manager’s action a˜M is more likely than any other action to become the firm’s culture (i.e., the belief most likely to be shared). In the screening model, this is trivial because the manager screens according to her prior beliefs. The interesting result here is that it also holds in the pure learning model (if G = F,a condition to which I return after the proposition). This is actually somewhat surprising: the manager’s beliefs are drawn completely independent of the employ ees’ beliefs and of the true underlying return. At first sight, there is thus really no reason to expect that the fact that the manager chooses about which actions employees learn has any influence on what actions the employees consider best. The result here, however, says essentially that forced learning makes you more likely to settle on that action. Note that, in contrast to earlier results which all related to the strength of culture, this result is indeed about the content of culture.A second implication of the article is that such appointment of a new CEO with different beliefs will lead to turnover, through both selection and self-sorting. Whereas there are many informal and case-based stories along these lines, there is also some more systematic evidence for this prediction. In particular, Hayes, Oyer, and Schaefer (2006) show that the likelihood of top management turnover increases markedly around times of CEO turnover.Persistence over time. A closely related phenomenon is the persistence of that culture over time, even when all original members of the organization are gone. This phenomenon is one of the things that make organizational culture so intriguing: it is as if culture exists independent of the people in the organization, as if the organization itself has some personality or identity. I will now show that culture is indeed persistent in the models of this article.Persistence is straightforward in an overlapping-generations extension of the screening model: managers hire employees in their own image, who on their turn hire the next generation in the same image, and so forth. More interesting is again the result that persistence also obtains in the pure learning model, through manager-forced learning. Consider, in particular, two generations of the learning model of Section 3with N ≥2. Assume that one of the employees of the first generation becomes the manager in the second generation (and the employees of the second generation are new draws from L).I will show that, under reasonable conditions, second-generation employees are more likely to agree on a˜M(1) as the best action than on any other action. In fact, this result also holds after an arbitrary number of generations in an overlapping-generations model where individuals are employees in their first period, and managers in their second period, and then leave: the n th- generation employees are more likely to agree on the very first manager’s action choice than on any other action.This result is quite remarkable, given that the first-generation manager’s prior is completely independent of the underlying performance and other play ers’ priors, and given that the second- generation employees never overlapped with the first-generation manager. It shows how a player’s actions can be systematically influenced by forced learning, that is, by exposing the player to experiments chosen by someone else.Source: RAND Journal of Economics Vol. 41, No. 4, Winter 2010 pp. 617–648译文：企业文化当研究企业文化在共同的信仰和价值观的意义时，重要的是区分两个层面。
企业文化与经营业绩 外文文献
企业文化与经营业绩外文文献以下是一些关于“企业文化与经营业绩”的外文文献：1. Kotter, , and Heskett, (1992). Corporate Culture and Performance. New York: The Free Press.2. Thompson, , Chandrasekar, N., and Clark, (2006). The impact of corporate culture on business performance: a study of the automobile industry in Australia. Journal of Management Development, 25(7), .3. Guthrie, , and Hertz, (2009). The impact of corporate culture on organizational performance: a literature review and agenda for future research. Journal of Management Development, 28(7), .4. Kraft, K., and Hwang, J. (2011). The role of corporate culture in predicting business performance: a meta-analysis. Journal of Management, 37(6), .5. Davis, , andCollins, (2004).The impact of corporate culture on the bottom line: a ten-year review. Journal of Management Development, 23(5), .这些文献对企业文化的定义、企业文化与经营业绩之间的关系、以及如何通过建立强大的企业文化来提高经营业绩等方面进行了深入的研究和探讨。
企业文化外国文献
企业文化外国文献【篇一：企业文化外文参考文献】corporate culturethe concept of enterprise cultureenterprise culture is formed in the long-term of the venture and development process among the enterprise staf. they cultivate the common goal, the highest value standard, basic beliefs and behavior. it contains a very rich content, including business philosophy, value concept, the spirit of enterprise, enterprise morality, group consciousness, enterprise image, enterprise system. its core is the spirit of the enterprise and values.the value of enterprise culture1.enterprise culture affects the enterpr ise’s lifeculture is informal. but it exist everywhere and every time. in the developing of an enterprise, things informal is more important than that of formal, software is usually more important the hardware. this is not only the character of modern ec onomy, but also the outcome of enterprise culture’s effect in long time.enterprise culture is the spirit of the enterprise, is the power that drives the enterprise developing, and is the best way for the enterprise to get the growth of its economy. the development needs culture and the culture can support the development. in any case, there will be no long time development without culture’ support.2.enterprise culture builds the enterprise’s core competence the 1960’s the core content of enterprise com petition is technology , in the 70 s, it is management, in the 80’ s, it is marketing, in the 90’s, it is the brand, and the 21’st century the core competition between enterprises is the culture. enterprises short-term prosperity can get in so many ways, but the enterprise long time growth can be only from the power of the excellent enterprise culture, the effect of suitable culture on the development and growth of enterprises is huge, because it has infinite driving force on the staff.the spirit and idea s is the core of the enterprise’s culture. when a good enterprise culture establishment, it brings thewisdom of the group, the spirit of collaboration, fresh vitality, this is equivalent to for enterprise with a powerful engine for enterprise innovation and development, and can uninterruptedly supply spiritual power for the enterprise.culture the best way to mobilize the staff of an enterprise. it brings staff home feeling in their work. it is the resource of the cohesive power inside and the expansionary force outside of the enterprise.the concept of brand culturebrand culture is the core of brand value, it include the value concept, grade, appeal, express feelings of the brand, the value of the brand culture is that it brings items of the brand to the flourish spirit world of human being. brand culture not only can bring people good feeling but also improve the core competence of the brand.brand culture mainly has three level content: the first level is the brand value system, which is made up of a series of concept of brand owners and operators, including the pursuit of quality concept, management concept, service concept, social concept and so on; the second level is the behavior model of the brand, including the operator’s management and marketing strategy, market development means, transmission channels, service mechanism and attitude, etc. the third level is the brand in the visual image level. this aspect mainly includes the name of the brand, brand appeal, brand identification, product external image and so on. the brand culture construction isthe process to adapt to the consumer demand, realize the brand image, maintenance for goals, and complete the heart contract between the brand and the consumer.the concept of culture marketing powerculture marketing power is that enterprises, through the cultural marketing, get strong marketing idea, super marketing image, a new marketing model, and so get strong marketing power.译文1企业文化企业文化的概念企业文化是指企业全体员工在长期的创业和发展过程中培育形成，并共同遵守的最高目标，价值标准，基本信念及行为规范。
企业文化建设 英文参考文献
企业文化建设英文参考文献IntroductionCorporate culture refers to the collective values, beliefs, goals, and practices that shape the behavior and perception of an organization. It is one of the critical elements that differentiate one organization from the other. Culture has a significant impact on every aspect of an organization, such as employee engagement, productivity, and overall performance. Therefore, it is essential to develop a positive culture that aligns with the organization's goals and values. Effective corporate culture building requires a commitment at all levels of the organization, from top management to front-line employees. This paper provides a comprehensive review of significant works on corporate culture building.Impact of corporate cultureCorporate culture has a significant impact on the employees' behavior and the achievement of organizational goals. It provides a framework that guides the individual and collective decisions, behaviors, and perceptions of employees. Schumacher (2018) argues that corporate culture is the driving force behindhigh-performance organizations. He further argues that effective corporate culture-building practices create a sense of belonging, loyalty, and commitment among employees, which leads toincreased productivity and performance. This assertion is supported by the work of Denison (2012), who established through empirical research that corporate culture has a significant impact on organizational performance.Characteristics of effective corporate cultureAn effective corporate culture should be aligned with the organization's goals, values, and mission. Baker (2017) argues that culture should be designed to support the organization's strategy. In other words, culture should be purpose-driven. An effective culture should embody the principles of transparency, accountability, and fairness. A culture that promotes inclusivity and diversity leads to better organizational performance. Additionally, a culture that encourages open communication, collaboration, and innovation fosters an environment that nurtures ideas and promotes creativity.How to build corporate cultureBuilding an effective corporate culture requires a deliberate and systematic approach. The process should start with the identification of the organization's goals, values, and mission. This process should involve all stakeholders, including top management, employees, and external stakeholders such as customers. The next step is to define the cultural principles that align with the organizational goals and values. These cultural principles should be clearly stated and communicated to allstakeholders. It is essential to create a culture that allows for innovation, experimentation, and continuous learning.Leadership plays a critical role in shaping the corporate culture. Leaders should embody the cultural principles and lead by example. Leaders should inspire, motivate, and engage employees to embrace the culture. It is critical to establish a reward and recognition system that reinforces the cultural principles. Rewarding employees who embody the cultural values creates a sense of ownership, loyalty, and commitment.ConclusionEffective corporate culture-building practices are critical for defining the organization's identity, values, and mission. Corporate culture shapes the individual and collective behavior, perceptions, and decisions of employees. An effective corporate culture should be aligned with the organization's values and goals. Creating a positive culture that supports inclusivity, diversity, and innovation can lead to increased employee engagement, productivity, and organizational performance. Effective corporate culture building requires a commitment from all stakeholders, including top management, employees, and customers. It is critical to establish a deliberate and systematic approach to building the culture, which involves identifying the cultural principles, communicating them, and establishing a reward and recognition system that reinforces them. Leadership plays a critical role in shaping the corporate culture. Therefore, leadersshould embody the cultural principles and lead by example. Building a strong and positive corporate culture requires continuous effort and commitment.ReferencesBaker, R. (2017). The role of culture in generating and sustaining high performance. Journal of Organizational Culture, Communications, and Conflict, 21(1), 14-29.Denison, D. (2012). Corporate culture and organizational effectiveness. New York: Wiley.Schumacher, C. (2018). Building the performance culture: A systematic approach to driving organizational success. New Jersey: John Wiley & Sons.。
企业文化论文参考文献
企业文化论文参考文献企业文化论文参考文献企业文化是企业为解决生存和发展的问题而树立形成的，被组织成员认为有效而共享，并共同遵循的基本信念和认知。
企业文化集中体现了一个企业经营管理的核心主张，以及由此产生的组织行为。
企业文化论文参考文献范本一：[1]王俊秋，倪春晖.政治关联、会计信息与银行贷款成本--基于中国民营上市公司的经验证据[J].经济与管理研究.2012(08)[2]冯延超.中国民营企业政治关联与税收负担关系的研究[J].管理评论.2012(06)[3]田效先.企业所得税的经济增长效应研究[D].东北财经大学2013[4]殷枫，许颖星.上市公司政府补助与出口行为的关系研究--基于股权性质与制度环境的视角[J].经济问题探索.2012(05)[5]陈守明，范嘉斯，余光胜.企业家人口背景特征与企业社会绩效的相关性研究[J].统计与决策.2012(06)[6]龚小凤.国有股权对本土及境外机构投资者的不同影响：信息不对称[J].财会月刊.2012(06)[7]潘红波，余明桂.支持之手、掠夺之手与异地并购[J].经济研究.2011(09)[8]李四海.制度环境、政治关系与企业捐赠[J].中国会计评论.2010(02)[9]游家兴，徐盼盼，陈淑敏.政治关联、职位壕沟与高管变更--来自中国财务困境上市公司的经验证据[J].金融研究.2010(04)[10]贾明，张喆.高管的政治关联影响公司慈善行为吗?[J].管理世界.2010(04)[11]万华林，陈信元.治理环境、企业寻租与交易成本--基于中国上市公司非生产性支出的经验证据[J].经济学(季刊).2010(02)[12]杜兴强，周泽将.政治联系方式与民营上市公司信息透明度--基于深交所信息披露考评的经验证据[J].中南财经政法大学学报.2010(01)[13]申香华.营利性组织财政补贴的成长性倾向及其反哺效应--基于2003年~2006年河南省上市公司的研究[J].经济经纬.2010(05)[14]李维安，邱艾超.民营企业治理转型、政治联系与公司业绩[J].管理科学.2010(04)[15]黄万华，陈伟.政府财政资金使用效益的契约经济学分析[J].理论导刊.2010(08)[16]张祥建，农卫东.中国民营企业政治关联的成本、收益与社会效率[J].天津社会科学.2011(03)[17]杜兴强，周泽将.政治联系与审计师选择[J].审计研究.2010(02)[18]梁莱歆，冯延超，杨继伟.实际控制人的政治身份与审计师选择--来自我国民营上市公司的经验证据[J].审计与经济研究.2011(02)企业文化论文参考文献范本二：[1]崔宁.浅析企业文化与人力资源管理[J].中国商贸.2012(06)[2]陈雪萍.从创业家到企业家--中国民营企业掌门人成功的路还有多远?[J].企业管理.2013(05)[3]张志鹏，和萍.国外管理学研究新热点职场灵性研究前沿探析[J].外国经济与管理.2012(11)[4]王先甲，刘伟兵.有限理性下的进化博弈与合作机制[J].上海理工大学学报.2011(06)[5]段升森，张玉明.企业规模与成长性：基于非线性视角与我国中小上市公司经验数据[J].中国科技论坛.2011(10)[6]胡海晨.基于不同人性假设认知视角下的管理模式探讨[J].职业圈.2007(08)[7]薛静.美国中小企业的发展及其对我国的启示[J].科技情报开发与经济.2007(13)[8]王璐,李亚.劳动分工与经济增长:从斯密到马克思[J].山西财经大学学报.2007(01)[9]陈笛.“霍桑实验”对企业文化建设的启示[J].商场现代化.2010(27)[10]贾殿村,骆克龙.资源基础论下的企业并购重组研究[J].商业时代.2008(33)[11]王多祥,曾尔曼.内生技术进步的政治经济学分析[J].理论前沿.2008(22)[12]于洋.企业成长理论中资源观与能力论的反思[J].经济研究导刊.2008(10)[13]蔡恒进,曹晓丽,黄政.为全民建立社会保障个人账户的构想--人民币升值红利的再分配[J].经济社会体制比较.2008(01)[14]杜传忠，郭树龙.经济转轨期中国企业成长的影响因素及其机理分析[J].中国工业经济.2012(11)[15]郭忠华.劳动分工与个人自由--对马克思、涂尔干、韦伯思想的`比较[J].中山大学学报(社会科学版).2012(05)[16]张敏，张肃.熊彼特以来的演化经济学理论发展综述[J].商业研究.2012(06)[17]崔宁.浅析企业文化与人力资源管理[J].中国商贸.2012(06)企业文化论文参考文献范本三：[1]林润辉，张红娟，范建红.基于网络组织的协作创新研究综述[J].管理评论.2013(06)[2]赵永杰.基于企业家精神的动态能力生成机理研究[D].东北财经大学2011[3]解学梅，左蕾蕾.企业协同创新网络特征与创新绩效：基于知识吸收能力的中介效应研究[J].南开管理评论.2013(03)[4]邱国栋着.公司发展战略[M].人民出版社，2005[5](美)迈克尔·波特(MichaelE.Porter)着，陈小悦译.竞争优势[M].华夏出版社，2005[6](英)克利斯·弗里曼(ChrisFreeman)，(英)罗克·苏特(LucSoete)着，华宏勋，华宏慈等译.工业创新经济学[M].北京大学出版社，2004[7]李怀祖编着.管理研究方法论[M].西安交通大学出版社，2004[8]邱国栋，马鹤丹.区域创新系统的结构与互动研究：一个基于系统动力视角的理论框架[J].管理现代化.2011(04)[9]刘刚，熊立峰.消费者需求动态响应、企业边界选择与商业生态系统构建--基于苹果公司的案例研究[J].中国工业经济.2013(05)[10]傅家骥等着.技术经济学前沿问题[M].经济科学出版社，2003[11](美)迈克尔·波特(MichaelE.Porter)着，李明轩，邱如美译.国家竞争优势[M].华夏出版社，2002[12]李华伟等着.知识管理的理论与实践[M].华艺出版社，2002[13]杜兰英，陈鑫.政产学研用协同创新机理与模式研究--以中小企业为例[J].科技进步与对策.2012(22)[14]刁玉柱.嵌入全球价值链高端的企业战略延伸研究[D].东北财经大学2014[15]马鹤丹.基于区域创新网络的企业知识创新系统研究[D].东北财经大学2011[16]张利斌，张鹏程，王豪.关系嵌入、结构嵌入与知识整合效能：人-环境匹配视角的分析框架[J].科学学与科学技术管理.2012(05)[17]邱国栋，韩文海.基于隔离机制的竞合效益--以Nike等3组企业为样本的跨案例研究[J].中国工业经济.2012(04)。
外文文献翻译-工商管理企业文化
Corporate Culture and Enterprise Management FORM: Bryan M.Rakes. Corporate Culture and Enterprise Management[J].International Journal of Electronic Business.2017, (05):149-150 Abstract: the enterprise culture is a kind of spiritual wealth of an enterprise from the establishment to operation, growth and development in the course of all accumulated, it reflects the enterprise management concept, development direction and strategic objectives, but also support the invisible power of enterprises continue to move forward, to constantly improve the enterprise management mode provides a thought the guide. To some extent, the innovation of enterprise culture and the innovation of enterprise management are complementary and inseparable. According to the relationship between enterprise culture and management innovation, based on the enterprise culture and the enterprise management on the basic concepts of preliminary understanding, influence on the innovation of enterprise culture to enterprise management innovation is discussed.Keywords enterprise; cultural innovation; management innovation; influence;企业文化与企业管理来源：Bryan M.Rakes.企业文化与企业管理[J].国际电子商务杂志.2017,(05):149-150摘要：企业文化是一个企业从成立到运营、成长和发展全部历程中所积累的一种精神财富，它是企业经营理念、发展方向以及战略目标的集中体现，也是支撑企业不断前行的无形动力，为企业经营管理模式的不断完善提供着思想上的指导。
组织结构和企业文化外文文献翻译中英文2019-2020
组织结构和企业文化外文翻译中英文2019-2020英文Watercooler chat, organizational structure and corporate cultureJonathan Newton, Andrew Wait, Simon AngusAbstractModeling firms as networks of employees, occasional collaborative decision making around the office watercooler changes long run employee behavior (corporate culture). The culture that emerges in a given team of employees depends on team size and on how the team is connected to the wider firm. The implications of the model for organizational structure are explored and related to trends in the design of hierarchies.Keywords: Collaboration, Teams, Hierarchies, Delayering, Networks, EvolutionApple is a very disciplined company, and we have great processes. But that's not what it's about. Process makes you more efficient. But innovation comes from people meeting up in the hallways or calling each other at 10.30 at night with a new idea... –Steve Jobs, founder of Apple Inc.IntroductionPeople talk, share ideas, and collaborate when it is mutually advantageous to do so. Workers bring their collaborative nature with themto the workplace and to their dealings with their colleagues, with whom they interact on shopfloors, in meetings, on production lines and during coffee and lunch breaks. In this paper we consider collaborative decision making in the social environment of the workplace and, using a simple model of adaptive decision making, show that this can have dramatic and far reaching effects on corporate culture and the optimal internal structure of organizations.Our model takes the well documented fact that humans are particularly good at mutually beneficial collaboration (Tomasello, 2014), and incorporates this fact into a noisy variant (Young, 1998) of the best response dynamic that has been the bread and butter of economic modeling since Cournot (1838). We model firms as networks of employees, each of whom can choose a ‘safe’ action or a ‘risky’ action. The risky action represents innovative, even speculative, behavior within the firm. An employee will only find it in his interest to take the risky action if enough of his neighbors in the network do likewise. Within firms, employees are divided into teams. A team is a group of employees who interact together, although they may also interact with others outside of the team. The team represents an employee's work group, department, or even a corporate board or senior management committee.The ability of employees to engage in collaborative action choice is modeled by the idea of a watercooler, around which small groups ofemployees within a team can chat and form collaborative intentions. If there are no watercoolers, so that employees cannot share intentions, the model reduces to the canonical model of Young, for which the action profile in which every player chooses the safe action is always a long run equilibrium (Peski, 2010). This result no longer holds when small groups of players can occasionally meet at the watercooler to form shared intentions, coordinating their action choice to their mutual benefit. Instead, by incorporating this basic facet of human nature into the model, we obtain a diversity of behavior, dependent on network topology.We find that in order for members of a given team to play the risky action in long run equilibrium, some conditions must be satisfied. (i) Firstly, the team must not be too large. The larger a team is, the less likely that a fixed amount of collaborative decision making around the watercooler will have an impact on long run behavior. (ii) Secondly, sufficient numbers of employees must be able to coordinate their strategic choice at the watercooler; that is, communication within the team must be strong enough to generate enough collaboration to overcome the systemic bias in favor of the safe action. (iii) Thirdly, the team must not be so small that the influence of its members' external connections can cause them to play the safe action, or, if the team is indeed that small, then all members' connections outside of the team must be to teams that play the risky action. In other words, the external influence from those outside of theteam who play it safe must be limited. These conditions provide guidance for organizational design: they can be used to promote or prevent different behaviors in different parts of an organization. Section 5 provides examples related to delayering and job rotation.Each of these conditions helps to explain empirical facts. Condition (i) provides an explanation for why companies seeking to promote innovation create organizational structures based around small teams (Cook, 2012; Stross, 1996). Condition (ii) helps explain the efforts that firms take to increase spontaneous interaction and facilitate informal communication between workers; that is, to create larger watercoolers (Evans, 2015). Condition (iii) helps explain why organizations seek to foster independence within teams and even isolate research units from other parts of the organization (Sloan, 1964).Related literatureThis paper contributes to several strands of literature. The practical contribution is to the literature on the importance of the workplace social environment – the nature and patterns of interaction between workers in a firm (see, for example Bandiera et al., 2005; Gibbons and Henderson, 2013; Kandel and Lazear, 1992). We demonstrate how the facilitation of collective agency by the workplace social environment can have a significant effect on corporate culture. Like Kreps (1990)and Hermalin (2001), we model corporate culture as an equilibrium outcome played in acoordination game. To do this we turn to the literature on adaptive decision making and evolution, which allows us to develop a simple explanation of some aspects of corporate culture, providing an alternative, even complementary, theory to the shared beliefs model of Van Den Steen (2010). Evolutionary models often focus on long run equilibria. This is similar to how the relational-contracting literature adapts long run folk theorems to study firms (Baker et al., 1999; Levin, 2003; Li et al., 2017), the difference being that evolutionary models impose very low rationality requirements on agents. Such low rationality models have had success at explaining laboratory data (Chong et al., 2006) as well as empirical phenomena as diverse as crop-sharing norms (Young and Burke, 2001) and the wearing of the Islamic veil (Carvalho, 2013). The current paper shows how the incorporation of collective agency into such models can lead to even richer empirical predictions whilst retaining the simplicity and elegance of evolutionary methodology.The incorporation of collective agency into perturbed evolutionary dynamics is a relatively new and rapidly growing literature (Newton, 2012a, Newton, 2012b; Newton and Angus, 2015; Sawa, 2014; Serrano and V olij, 2008), although considerable work has been done in the context of matching, where pairwise deviations represent intentional behavior by coalitions of size two (Jackson and Watts, 2002; Klaus et al., 2010; Klaus and Newton, 2016; Nax and Pradelski, 2014; Newton and Sawa, 2015).The proclivity of humans to engage in collective agency is well documented and recent research in developmental psychology has shown that the urge to collaborate is a primal one, manifesting itself from ages as young as 14 months (Tomasello, 2014; Tomasello et al., 2005; Tomasello and Rakoczy, 2003). Recent theoretical work has shown that the ability to act as a plural agent will evolve in a wide variety of situations (Angus and Newton, 2015; Newton, 2017; Rusch, 2019). The authors of the current paper believe that the evidence in favor of the incorporation of collective agency into models of human behavior is overwhelming. Furthermore, adaptive/evolutionary frameworks are ideal for this as, in contrast to static analyses, they explicitly model behavior both in and out of equilibrium.Finally, we note that work on collective agency in evolutionary dynamics builds on a broader literature on coalitional behavior in game-theoretic models. The concept of joint optimization underpins cooperative game theory (see Peleg and Sudholter, 2003, for a survey) and also motivates a small but established literature at the intersection of noncooperative and cooperative game theory (see, for example Ambrus, 2009; Aumann, 1959; Bernheim et al., 1987; Konishi and Ray, 2003). However, despite the noted limitations of methodological individualism in economics (Arrow, 1994), the use of coalitional concepts in economics has not attained the same level of popularity as, for example, the use of the concept of beliefs, except insofar as the concepts of the household andthe firm assume a sharing of intentions on the part of the individuals within those structures. The contrast is interesting, as developmental studies of children indicate that they collaborate at earlier ages than they can understand beliefs. One of the goals of the current paper is to show how a weakening of methodological individualism can lead to simple and striking economic predictions that flow from some of the deepest currents of human nature.Firm structure and designSo coalitional behavior can lead to heterogeneous choices by teams within a firm depending on their size. This effect is not necessarily monotonic. Large teams play the safe action, medium-size teams the risky action. In the absence of neighbors, small teams can easily solve the coordination problem and play the risky action, but the presence of neighbors playing safe is enough incentive for very small teams to choose the safe action.By exploiting the internal and external pressures that drive these results, a firm owner or manager can manipulate the structure of the firm to achieve desired outcomes. If the manager would like the safe action to be taken by a small workgroup, she will ensure it has strong links to a division that will definitely be playing the safe action – typically a large department. On the other hand, if the manager would like a team to play the risky action – this group could be the firm's research group – this teamshould be small and either have limited links to the rest of the firm, or only link to other teams that play the risky action.Entrepreneurs do indeed realize the potential cost of too much communication. As Slone (2013) records, the founder of , Jeff Bezos, has suggested“We should be trying to figure out a way for teams to communicate less with each other, not more”.An example of this maxim being put into practice is the Palo Alto Research Center (PARC), established by Xerox to create the innovations of the future. The PARC was deliberately geographically isolated from Xerox's headquarters and existing research laboratory in New York. Given its intended role, it was important that the PARC was separated from the main bureaucratic processes and culture of Xerox, which was conservative and focused on its traditional copier business (Regani, 2005).Example: delayeringThere has been a trend in recent decades for organizations to shorten the lengths of their hierarchies. Moreover, many of these firms have also increased the span of control of the senior management group; there has been a notable increase in the number of individuals who directly report to the CEO. While there can be other drivers for such changes – Guadalupe and Wulf (2010) emphasize the impact of product-marketcompetition from internationalization – here we use Theorem 2, Theorem 3 to look at a possible relationship between watercooler chat and delayering.The elimination of Team C does not affect Team E, which is large enough that its decision to play the risky action cannot be outweighed by external influence. However, Team F is now in direct contact with Head Office, which plays the safe action. It follows from the third statement of Theorem 3 that all employees in Team F will also now play the safe action. The external contact here is crucial as it allows the senior manager to switch the behavior of a small unit.The analysis of this section shows how delayering can create opportunities for a principal to exercise her influence by creating different sized teams in her organization and linking them to create the right balance between external and internal pressures. In this way, different behavior can be generated in separate parts of an organization, whenever this is a required component of the organization's strategy.Example: job rotationFirms might choose to rotate workers through tasks for a variety of reasons. Here we show that rotation can act as a mechanism to allow the culture of one part of an organization to contage another part of the organization. Specifically, we show how even relatively short spans of time spent working in a small team can shape an employee's behavior.When rotated back to a larger team, the employee will, for a while, retain the behavior to which he became accustomed in the small team. The periodic arrival of such employees is enough to change the long run culture of the large team from safe to risky.Now, from any state, the state X=N can be reached without random shocks. To see this, consider that the following sequence of events will occur with positive probability. First, all current members of the small team meet at the small team's watercooler, where they will agree to play the risky action. Second, the members of the small team switch places, one by one, with members of the large team. This gives at least four members of the large team who are now playing the risky action. Third, the other four members of the large team meet at the large team's watercooler and agree to switch to the risky action. They are happy to do this as the remaining four members of the team are already playing the risky action. Finally, the new members of the small team all meet at the small team's watercooler and switch to the risky action. We have reached the state X=N. All employees are playing the risky action.Concluding commentsWhile the boundaries of a firm are defined by its physical assets (Hart and Moore, 1990), social interactions between workers characterize the way things get done in an organization. Workers idly sharing scuttlebutt around the watercooler might seem like the bane of anemployer's life, but these informal interactions could engender collective actions that enhance firm productivity. This paper has examined how a manager can tinker with an organization's structure and the physical work environment to harness workers' informal interactions for the firm's advantage.Although the direct application considered in this paper is the design of a firm, it is clear that adaptive/evolutionary models that incorporate some degree of collective agency should also be applicable to other problems in applied economics. In particular, the implications of collective agency may be of particular importance whenever formal structures in an organization can facilitate informal interactions. This is true for academic conferences, where informal interactions are typically of more import than organized presentations, and also for diplomacy, where formal meetings are accompanied by informal, less structured, discussions in which parties are often more able to find common ground and create shared intentions.中文饮水机旁聊天，组织结构和企业文化乔纳森·牛顿，安德鲁·怀特，西蒙·安格斯摘要将公司建模为员工网络，办公室里的偶尔协作决策会改变长期的员工行为（企业文化）。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
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。