外文文献翻译-工商管理企业文化
企业文化外文参考文献
企业文化外文参考文献Corporate CultureThe concept of enterprise cultureEnterprise culture is formed in the long-term of the venture and development process among the enterprise staf. They cultivate the common goal, the highest value standard, basic beliefs and behavior. It contains a very rich content, including business philosophy, value concept, the spirit of enterprise, enterprise morality, group consciousness, enterprise image, enterprise system. Its core is thespirit of the enterprise and values.The value of enterprise culture1.Enterprise culture affects the enterprise’s lifeCulture is informal. But it exist everywhere and every time. In the developing of an enterprise, things informal is more important than that of formal, software is usually more important the hardware. This is not only the character of modern economy, but also the outcome of enterprise culture’s effect in long time.Enterprise culture is the spirit of the enterprise, is the powerthat drives the enterprise developing, and is the best way for the enterprise to get the growth of its economy. The development needs culture and the culture can support the development. In any case, there will be no long time development without culture’ support.2.Enterprise culture builds the enterprise’s core competenceThe 1960’s the core content of enterprise competition istechnology , in the 70 s, it is management, in the 80’ s, it is marketing, in the 90’s, it is the brand, and the 21’st century thecore competition between enterprises is the culture. Enterprise's short-term prosperity can get in so many ways, but the enterprise long time growth can be only from the power of the excellent enterprise culture, the effect of suitable culture on the development and growth of enterprises is huge, because it has infinite driving force on the staff.The spirit and ideas is the core of the enterprise’s culture. Whena good enterprise culture establishment, it brings the wisdom of the group, the spirit of collaboration, fresh vitality, this is equivalentto for enterprise with a powerful engine for enterprise innovation and development, and can uninterruptedly supply spiritual power for the enterprise.Culture the best way to mobilize the staff of an enterprise. Itbrings staff home feeling in their work. It is the resource of the cohesive power inside and the expansionary force outside of the enterprise.The concept of brand cultureBrand culture is the core of brand value, it include the value concept, grade, appeal, express feelings of the brand, the value of the brand culture is that it brings items of the brand to the flourishspirit world of human being. Brand culture not only can bring people good feeling but also improve the core competence of the brand.Brand culture mainly has three level content: the first level is the brand value system, which is made up of a series of concept of brand owners and operators, including the pursuit of quality concept, management concept, service concept, social concept and so on; The second level is the behavior model of the brand, including theoperator’s management and marketing strategy, marketdevelopment means, transmission channels, service mechanism and attitude, etc. The third level is the brand in the visual image level. This aspect mainly includes the name of the brand, brand appeal, brand identification, product external image and so on. The brand culture construction is development of urban rail transit and bus transit integration and optimization, in partial replacement of the main buslines function. Rail transport has the advantage of speed, capacity, and attracted more passengers riding to reduce private car travel, achieve the purpose of alleviating traffic congestion. Only rely on existing the process to adapt to the consumer demand, realize the brand image, maintenance for goals, and complete the heart contract between the brand and the consumer.The concept of culture marketing powerCulture marketing power is that enterprises, through the cultural marketing, get strong marketing idea, super marketing image, a new marketing model, and so get strong marketing power.development of urban rail transit and bus transit integration and optimization, in partial replacement of the main bus lines function.Rail transport has the advantage of speed, capacity, and attracted more passengers riding to reduce private car travel, achieve the purpose of alleviating traffic congestion. Only rely on existing企业文化企业文化的概念企业文化是指企业全体员工在长期的创业和发展过程中培育形成，并共同遵守的最高目标，价值标准，基本信念及行为规范。
企业文化建设 英文文献
企业文化建设英文文献## Corporate Culture Building.Corporate culture is the shared values, beliefs, and behaviors that characterize an organization. It is a powerful force that can shape everything from employee morale to customer satisfaction. A strong corporate culture can help a company attract and retain top talent, boost productivity, and improve profitability.There are many different ways to build a strong corporate culture. Some of the most effective strategies include:Communicating values and beliefs. A company's values and beliefs should be clearly communicated to all employees. This can be done through written statements, company-wide meetings, and training programs.Setting clear expectations. Employees need to knowwhat is expected of them in terms of behavior and performance. Clear expectations help to create a consistent work environment and reduce confusion and uncertainty.Rewarding desired behaviors. When employees demonstrate desired behaviors, it is important to reward them. This can be done through bonuses, promotions, or simply verbal praise.Creating opportunities for learning and development. Employees need to have opportunities to learn and develop their skills. This can be done through training programs, workshops, and on-the-job training.Fostering a sense of community. A strong corporate culture is built on a sense of community. Employees need to feel like they are part of something bigger than themselves. This can be fostered through team-building activities, company events, and social media.Building a strong corporate culture takes time and effort. However, the benefits are well worth it. A strongcorporate culture can help a company attract and retain top talent, boost productivity, and improve profitability.## 企业文化建设。
外文文献翻译工商管理企业文化
05
外文文献翻译在工商管理企业 文化中的发展趋势
人工智能技术在翻译中的应用
人工智能技术在外文文献翻译中发挥 着越来越重要的作用，通过机器学习 和自然语言处理技术，能够实现快速 、准确、自动化的翻译。
人工智能技术可以大大提高翻译效率 ，减少人工干预，降低翻译成本，为 跨国企业和国际交流提供更好的语言 支持。
促进经济发展
外文文献翻译在国际贸易和商务 合作中发挥着重要作用，有助于 企业开拓国际市场和合作机会。
外文文献翻译的历史与发展
古代翻译
01
古代的翻译主要涉及宗教、文学和哲学等领域，如《圣经》的
翻译。
近代翻译
02
随着全球化进程加速，近代翻译涉及的领域不断扩大，包括政
治、经济、科技等。
现代翻译
03
现代翻译更加注重专业化和标准化，出现了大量的翻译机构和
语言差异的挑战与解决方案
挑战
不同语言在语法、词汇、表达方式等方面存在差异，可能导致原文在目标语言中的表达 不够流畅或准确。
解决方案
在进行外文文献翻译时，应充分了解目标语言的语法和表达方式，对文献中的语言元素 进行适当的调整和润色。同时，可以寻求具有语言背景的专业翻译人员的帮助，以确保
翻译的准确性和流畅性。
翻译特点
翻译涉及语言之间的文化差异、语法 结构、词汇含义等方面的转换，需要 具备语言能力和专业知识。
外文文献翻译的重要性
促进文化交流
外文文献翻译是跨文化交流的重 要桥梁，有助于不同国家和民族 之间的相互了解与合作。
推动学术研究
外文文献翻译对于学术研究具有 重要意义，能够引进国外先进研 究成果，促进学术交流与发展。
THANKS
谢谢您的观看
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。
工商管理外文文献及翻译
工商管理外文文献及翻译The Contractor's Role in Building Cost Reduction AfterDesignAuthor：Waddle,T odd W.Nationality：UKDerivation：Cost Engineering; Feb2008, Vol. 50 Issue 2, p14-21It has become evident from recent news articles that inflationary pressures and increased construction activity are causing many building projects to come in well over owner's budgets. This trend has increased dramatically over the past few years, as much of the construction industry has been impacted by an unprecedented increase in the cost of construction. The historical rate of increase in construction cost has been under five percent per year, as reported by the Engineering News Record. Over the last few years, the industry has seen a significant increase from historical escalation rates, up to 10-15 percent per year in many regions of the US. These increases have been caused by a variety of factors, including the following.Shortage of steel resulting from rapid growth in China.Demand for materials in the US resulting from increased hur ricane damage. ? Rising oil prices leading to higher manufacturing and transportation cost. ? Rising labor cost because of increased construction activity .To be successful in having over budget projects awarded, the building contractor has had to take a proactive role in working with owners and design teams to reduce project cost to amounts that owners are able to award. This cost reduction is normally accomplished through the following methods.value engineering;scope reduction;Value EngineeringValue engineering (VE) has been defined as a systematic method to improve the value of goods and services by using an examination of function. Value, as defined, is the ratio of function to cost. Value can therefore be increased by either improving the function or reducing the cost.It is a primary tenet of value engineering that quality not be reduced as a consequence of pursuing value improvements . VE is a process originating at General Electric Company (GE) during World War II. Because of shortages of skilled labor, raw materials, and component parts, engineers at GElooked for acceptable alternates and often found substitutions that resulted in reduced costs and/or product improvement.GE developed a systematic process that they called value analysis. Over the years the name gradually changed to VE. The basic steps of VE include the following：Information gathering: project requirements defined, function analysis.Alternates: various ways of meeting the requirements and functions.Evaluation: asses sment of alternates on how well they meet requirements and costs savings.Presentation: selection of best alternatives to be presented to client for decisions.True VE evaluates life cycle costs such as initial cost, maintenance cost, operational cost, life span, time value of money, replacement cost, and frequency of replacement. VE canbe undertaken at any stage of the building design process; however, it is most effective in the early stages, since it is less costly to make changes to preliminary documents .Scope ReductionScope reduction involves identifying areas of the project scope of work that can be reduced in quality, quantity, or both in a manner that is acceptable to the owner.Scope reduction items of work often consist of material or equipment substitutions that lower the cost of the project, but may not be an equal substitute. An example of quantity scope reduction would be to reduce the guttering system on a pitched roof from the entire roof perimeter to entrances only. A quality scope reduction example would be to provide vinyl composition floor tiles (VCT) in lieu of ceramic floor tiles.After a project has been determined to be out of budget because of high bids, the project is normally either cancelled, redesigned and re-bid, or negotiations are held with the low bidder to reach an acceptable contract amount. For the building contractor that is selected for negotiations, this is an opportunity to move toward project award and to also build a relationship of trust and openness with the owner and design team that could lead to future projects.First, the building contractor should meet with the owner and design team to fully understand the owners project requirements, priorities, life cycle considerations, and budget.Next, the building contractor's role is to use his estimating and construction expertise to analyze various components and systems within the project for alternate solutions. The contractor should also bring in key subcontractors and suppliers who are often able to identify alternate materials and/or systems withintheir specialties. Each division of work should be examined and evaluated for VE solutions. In past years, this process and service was considered part of the building contractors overhead. However, in today's market, some contractors will negotiate rates and be reimbursed for the time and effort that they spend in this process in the event that theproject is not awarded to them.The work breakdown structure (WBS) can be a helpful tool to the building contractor in analyzing the various components and systems within a building project. The WBS is a tree-type structure of functional systems used to classify the project on a level-by-level basis . This breakdown structure facilitates the evaluation of each system of the project from the building foundations to the completed sitework.Questions to Ask or Areas and/to Consider by WBSThis section provides a list of areas for the building contractor to examine and/or questions to ask in the WBS system level format for cost saving alternatives. Some of these changes can be accomplishedwithout major re-design cost and incorporated into the construction documents in the form of an addendum. Other changes listed would require extensive re-design and time delays.SUBSTRUCTURE—Have alternate types of foundation system been considered?wood piles in lieu of precast;drilled caissons vs. piles;mat foundations in place of piles or caissons.—Evaluate sand base in place of gravel or stone under slab on grade. SUPERSTRUCTURE—Have alternate types of building structures been evaluated?structural steel, precast concrete, cast in place concrete, light gauge steel framing or wood framing systems.—Compare Alternate Stair Systems.steel pan stairs vs. precast concrete or cast in place concrete.EXTERIOR CLOSURE—Evaluate exterior wall systems.Light gauge metal framing in lieu of reinforced concrete masonry units.Can wall widths or gauges be reduced?—Compare sheathing systems.Fiber sheathings in place of cement boards.—Review alternate wall insulation systems.Batt insulations, rigid insulation materials, loose fill block insulation.—Consider alternate exterior wall veneers.Conventional stucco versus exterior insulation finish system.Brick or precast in lieu of stone.—Evaluate alternate glazing systems.Can exterior glazed areas be reduced?Storefronts in lieu of curtainwalls if code allows.Painted aluminum in lieu of stainless steel or brass framing.—Review exterior entrances.Manual entrance doors in place of automatic entrances.Automatic entrances in lieu of revolving doors.Cedar entrance doors rather than mahogany.—Examine exterior railing systems.aluminum or cable systems in lieu of glass;standard designs in place of custom elements;ROOFING—Evaluate the specified roofing with alternative materials.Combined metal decking/insulation systems in lieu of separate systems.Interior batt insulation in place of rigid roof insulation.Built-up roofing vs. single ply membranes.Fib erglass or concrete tiles in lieu of clay tiles.Painted metals in place of copper.Can the specified gauge of metal roofing be lowered?Eliminate or reduce the guttering system?Can skylights be reduced or styles changed?Are standard warranties specified?INTERIOR CONSTRUCTION—Examine interior wall systems.Can light gauge metal-framed walls be used in lieu of concrete masonry units?Can wall thicknesses or gauges be reduced?Are drywall systems being used in lieu of plaster? Examine inte rior doors and hardware.Are the specified doors standard sizes or custom?Have alternate wood door species been considered?Have alternate hardware styles or manufacturers been compared?Can manual doors be used in lieu of automatic?Are the doo rs pre-machined for hardware installation?Compare pre-finishing doors with finishing on-site.—Review interior specialties.Have alternate types of toilet partitions been considered?Prefinished metals vs. plastic laminates.Can vinyl corner guard s be used rather than metal?Metal lockers vs. wood.Have special partitions been evaluated?Plastic veneers in lieu of wood.Can the sound rating be reduced?Defer installation?Has the access flooring system been evaluated?Standard floor f inishes rather than custom?INTERIOR FINISHES—Evaluate interior wall finishes.Painted wall finishes in lieu of wallcovering.Epoxy coatings in place of tile finishes.FRP instead of stainless steel.Are textured drywall systems being used rather than plaster?—Examine interior floor finishes.Resilient flooring vs. ceramic or wood.Ceramic flooring in lieu of stone.Tile or stone in place of terrazzo.Alternate carpet manufacturers.—Review alternate ceiling finishes.Standard ceiling vs. custom.Fiber ceiling vs. metal.CONVEYING SYSTEMS—Review specified elevators and escalators.Have alternate manufacturers been considered?Are standard interior elevator cab finishes specified or custom?Can glass walls be eliminated?Are sta ndard warranties specified?SITE PREPARATIONHas a site work analysis been performed to balance cuts and fills.SITE IMPROVEMENTSCan paved areas be reduced or more economical paving materials used?? Has resurfacing existing parking areas been conside red rather than new parking construction?Have alternate types of enclosure walls been considered?Have landscaping alternatives or substitutions been considered?Seeding in place of sodding.Reduce or change tree and plant materials.Use existin g trees and other existing landscaping.SITE CIVIL/MECHANICAL UTILITIESHave alternate utility piping materials been evaluated?Can existing site utilities be abandoned rather than removed?SITE ELECTRICAL UTILITIESHave alternate exterior lighting p ackages been compared?Have alternate utility piping materials been evaluated?CONTRACTOR OVERHEAD AND PROFITCan phasing be reduced to shorten the project duration?Can the start of the project be timed to avoid cost impact of winter conditions?F or high-rise projects; have crane and hoisting options been compared? ? Can the Owner include the Builders Risk policy?.Breaking down and analyzing the components of a building project through the work breakdown structure can aid in reduction summaries also reveal that the mechanical, electrical and plumbing(MEP) systems typically offer the greatest opportunity for cost savings due to their total significance to a project. The MEP systems normally make up between 30 to 50 percent of a building project's cost.The owners of the illustrated projects accepted cost reducing changes ranging from 6 to 14 percent of the original low bids. These reductions allowed themto meet their particular budgets and have their projects constructed by incorporating the changes into addendums. Some projects may be so far over budget that substantial structural and/or building redesigns are unavoidable. However, building contractors can play a major role in bringing projects into budget—using their past experience along with their subcontractor and supplier networks to develop cost reduction alternatives that may not have been previously considered by owners and/or design teams.设计阶段后承包商在降低施工成本方面所扮演的角色作者：Waddle,Todd W.国籍：英国出处：营销的智慧与计划2008.11.05，第14-21页从最近的新闻报道中可以明显的看出，通货膨胀的压力和建筑产业的不断发展使很多工程项目超出了业主的预算。
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 enterprise’s lifeCulture is informal. But it exist everywhere and every time. In the developing of an enterprise, things informal is more important than that of formal, software is usually more important the hardware. This is not only the character of modern economy, but also the outcome of enterprise culture’s effect in long time. Enterprise culture is the spirit of the enterprise, is the power that drives the enterprise developing, and is the best way for the enterprise to get the growth of its economy. The development needs culture and the culture can support the development. In any case, there will be no long time development without culture’ support.2.Enterprise culture builds the enterprise’s core competenceThe 1960’s the core content of enterprise competition is technology , in the 70 s, it is management, in the 80’ s, it is marketing, in the 90’s, it is the brand, and the21’st century the core 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. When a good enterprise culture establishment, it brings the wisdom of the group, the spirit of collaboration, fresh vitality, this is equivalent to for enterprise with a powerful engine for enterprise innovation and development, and can uninterruptedly supply spiritual power for the enterprise.Culture the best way to mobilize the staff of an enterprise. It brings staff home feeling in their work. It is the resource of the cohesive power inside and the expansionary force outside of the enterprise.The concept of brand 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,includi ng 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 is 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.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。
工商管理外文参考文献翻译
工商管理外文参考文献翻译外文参考文献翻译题目: 城市之星客户服务管理浅析学院: 经济管理学院专业:工商管理班级: 0601学号: 200607080130学生姓名: 雷月茜导师姓名: 胡琳完成日期: 2010年04月23日一、外文参考文献原文All too often, marketers of homogenous products fail to identifytheir competitive advantage, resulting in dismal results. Similarly, SME participants find it difficult to identify such competitive advantages. Fortunately, the Franchise Model facilitates the notion of ‘ being in business for yourself, but not on your own’. The reason for this caseis to facilitatecompetitive advantage within a Home Entertainment SME Franchise environment, enabling participants to successfully compete with thecorporate environment. The outcome is to identify and implement Service Profit Chain (Heskett et al, 1997) initiatives, linking customer service to long term profitability and growth.The home video industry is a product of technology. Prior to the introduction of the home VCR in 1976, there was no way to watch movies at home, except as shown on broadcast television, and no one had thought of a retail store where movies could be rented for the night. In the course of the past quarter-century, those VCR's and those video rental stores became the foundation for a US$ 17 billion industry.This study researches the Home Entertainment Video Rental industry, consisting predominantly of SME home entertainment outlets. The particular analysis is in a leading South African Franchise system, consisting of family owned ‘Franchisees’.The service profit chain will centre on analysis from the 'gurus' on the topic, specific reference to " The Service Profit Chain- how Leading Companies Link Profit and Growth to Loyalty, Satisfaction, and Value, as depicted by Heskett. J, Sasser. W, Schlesinger. L, (1997). Concepts, models and frameworks will also be researched from leading customer service oriented organizations, including Southwest Airlines, Xerox, Wal-mart, Taco Bell, Au Bon Pain Restaurants, British Airways, and other relevant leaders in their respective fields.The service profit chainwill be analysed from the above sources, whereby customer satisfaction, customer loyalty and customer value are linked to the long term profitability and growth of Blockbusters Video.CRM systems have become the rule for customer service centers. Now managers are taking the next step; to arm their agents with a knowledge base that can deliver fast, accurate answers. They are reaping the benefits of integrating a true knowledge management system with CRM - such as decreasing escalation rates, shorter call times and increased first call resolution.Customer relationship management (CRM) solutions have been widely accepted by1global enterprises seeking to improve customer satisfaction and retention. But it takes more than just technology to maintain customer relationships. It takes improved business processes and a method for providing customers with the information that they demand in anefficient and effective manner. This is where knowledge management (KM) comes in to play in the customer interaction center.Today, industry experts recommend customer service and support knowledge bases as a critical component of successful CRM. According to Tim Hickernell, senior analyst with the META Group, "Service strategies that include knowledge bases, accessible to both agents and customers across all deployed points of interaction, can optimize cost of service and increase customer satisfaction by providing a more consistent customer experience." META concludes that by 2004, companies seeking customer service superiority will add cross-channel knowledge bases and escalation capabilities .Knowledge management is often an enterprisewide initiative...a discipline that encompasses managing and sharing knowledge across all departments within an organization. However, quite often organizations choose to kick-off KM on a departmental basis. With customersatisfaction as a mission-critical driver for all businesses, especially today when repeat business from existing customers can make or break a company, many companies are choosing to invest in knowledge managementfor their customer contact centers. Other common implementations occur within IT help desks, human resources departments and sales organizations. It's important to remember that organizations must tailor KM processes and tools to the specific needs and goals of each department.Today, knowledge management is not just for agents accessing a knowledge base. Allowing customer access to self-service knowledge bases is a must. The bonus of Web self-service (also referred to as e-service or online self-help) is that customers are happier with your company if they can quickly and easily find answers without having to contact the call center, and companies can reduce operating expenses by deflecting queries to the Web.It's not enough, however, to put the information on the Web and ask your customer to go find it. You need to make the information timely, accurate, easy to find and in the format that most customers want. By knowledge-enabling your online customer service, you empower customersto find answers quickly through dynamic FAQs or knowledge search engines.Both FAQs and search engines must generate dynamic responses in order to be useful, meaning that they must learn and adapt from usage. This type of technology is referred to as a self-learning2search engine. To be considered a true self-learning search, the system must learn from previous experiences had by customers withsimilar issues. It must be self-organizing, in that it is always moving the most relevant information to the top of the search results. It also must be tied into a reporting system that monitors knowledge usage - which items in the knowledge base are being used most frequently and which are not being accessed.At its simplest, customer service is being influenced andrevitalized by information technology. Regardless of how one visualizes customer service, either from a logistics or marketing perspective, information technology now assumes an important role in customer service. Information technology is a powerful tool or enabler in the arena of customer service. Information technology is essentially in the processof migration, from the support function to the front-line functions where the customer is served, as indeed is customer service itself.In particular, the degree of marketing orientation and itsrelationship to both customer service and information technologyrequires further quantitative measurement. A greater understanding would facilitate marketing managers in identifying other areas in which information technology may be of use.One of the most remarkable features of the debate on workplaceskills over the last few years has been the increasing emphasis placedon soft skills and attitudes. In part this is because work itself is changing. The rise of the service sector has meant that increasing numbers of people in employment are (at least in part) delivering a service and are themselves part of the process being sold. This is perhaps most dramatically apparent where the ‘service’ is itself entertainment. In Disneyworld staff are expected to be physically attractive, friendly, helpful, smiling and able to follow scripted exchanges (Van Maanen, 1991). But these dramatic elements and the emphasis on aesthetic and emotional ‘skills’ are not restricted to the entertainment industry, rather they are increasingly accepted as a‘normal’ aspect of servicework (Hancock and Tyler, 2000). So staff in restaurants, bars and hotels are hired on (and groomed in) aspects of their looks (Nickson et al., 2001); flight attendants are monitored onlooks, weight and consistent helpfulness (Hochschild, 1983); andcall centre workers are expected to infuse their voice with appropriate emotions (Callaghan and Thompson, 2002; Wray-Bliss, 2001; Taylor andT yler, 2000). Even official reviews of the state of the nation’s skills emphasis personal qualities and attributes (Skills Task Force). Work, it seems, is increasingly about appearing, being andfeeling as well as doing.The picture presented in these organisations is not one of opening the public sector to3market forces or responsiveness to customers but of confusion. Here additional levels of monitoring and new performance measures are introduced and customer service was emphasised often over areas where those serving have little control. As might be predicted, the implications for employee skills are also mixed. At one level training, at least in areas relevant to customer service, is increasing at others technical skills still needed to complete the work are not being reproduced and it is difficult to see, rhetorical or structurally, many incentives for them to be developed in the future.Most chief executives say that customer satisfaction is a number-one priority for their companies. Given a little background information on what has really transpired in their companies, however, many will admit that pressures for short-term results create thinking processes and decisions that often negatively impacts customer service. Management needs to carefully and critically assess how their companies have performed at developing and implementing a customer-focused service strategy.Too many companies limp along with less than top-notch customer service.Well-intentioned goals to achieve and sustain a high level of customer service often exist. Yet, customer service is often one ofthose perpetual problems in the process of being solved, but without measurable results. Executive management is often very frustrated with the seeming inability to solve the customer service competitive dilemma once and for all.Customer service is a competitive weapon that can easilydifferentiate one supplier from another. A lot of talk today is centered on quality, new processes and systems, continuous improvement and the like, b ut it must be aimed at customer satisfaction or it isn’t worth muchover the longer term. The same old way of doing business is just not good enough; the complex job of redefining and implementing new processes, policies, systems and measurement are mandatory to solidify your company’s future.In most industries, customers have become more sophisticated and demanding of their supply chains. Suppliers that offer the most in customer-defined quality products, pricing and quickorder turnaroundwill outperform their competitors and easily gain more marketshare in the future as customers clamor for more. For management, a high level of customer service must become a measurable result.The discipline to adhere to a good customer service and operational strategy can create substantial rewards. A notable example of effective strategy and disciplined adherence is Dell Computer. Dell provides its customers with a quality product, flexible product configurations,4quick response and a reasonable price. The marketplace responded by buying more and more product from Dell and its stock went up 10.000 percent over the past five years.World class companies have taken more market share by providing notably better customer service. Executives know that to stand out in a crowded field of competitors, customer service is a very critical component in achieving and maintaining a high level of customer satisfaction. When pressures move the organization to meet only performance goals and measurements such as overhead absorption, shipping dollar targets, labor efficiency, purchase price variance and the like, however, customer service often takes a back seat to these other concerns. The result can be a plunge in customer satisfaction and ultimately, if allowed to continue, an erosion in market share.Finally, and in broad terms, the evolution and revolution of customer service will continue and therefore deserves further investigation. Specifically, empirical research should aim tocrystallize the transitional process and variables necessary for an organization to broaden its definition and understanding of customer transaction service to customer relationship service. This should assist marketing academics and managers face the competitive challenges of a new century.二、外文参考文献翻译很多时候，营销的同质产品不能确定自己的竞争优势，在令人沮丧的结果产生。
工商管理外文翻译外文文献英文文献企业文化的变革
The Evolution of the Culture of EnterpriseAbstractAt the top echelons of contemporary business, managers are becoming concerned with the unsustainability of the way companies now operate. A transformation of basic business strategies appears more and more indicated. For such transformation to be effective, the culture of the enterprise--the goals it pursues and the vision of these goals entertained by managers and collaborators--needs to change. Consequently there is a growing questioning of the viability of the typical culture of today's enterprise, and a search for more functional and timely concepts for creating anew and more timely cultural pattern.The leading edge of the globally operating world of business is becoming keenly concerned with changes in today's social, economic, and ecologic environment. At the top echelons of management an intense search is under way for up-to-date modes of thinking and acting. It comes to the fore in the emphasis managers place on corporate strategy, corporate identity, corporate philosophy, even corporate ethics. An organizational revolution is underway, as managers seek to communicate their vision with their collaborators. The importance of communication among all branches and levels of the enterprise is becoming recognized. It is also recognized that the company can only function when people under-stand what goals management pursues, and what their own role is in the achievement of the goals.Enterprise cultureThe ongoing transformation of the enterprise culture is a positive factor in our changing and unpredictable world. It means that companies are becoming moresensitive to the changes that obtain in their environment, and more ready to respond to them. The new emphasis on management and company ethics also suggests that businesses are willing to assume the responsibility that goes with their larger role in society. Global enterprises wield unprecedented power and influence, and the transformation of their culture will be a critical factor in deciding the evolution of our interdependent socio-economic and ecologic systems–and therewith our individual and collect future.The transformation of the enterprise culture is timely: the company culture dominant for most of this century became obsolete. It focused on the workings of the enterprise without much regard for its social and ecologic environment; it operated on the premise that the business of business is business--if it comes up with good products or services, it fulfills all its obligations vis-a-vis society and nature. The self-centered methods of the traditional management philosophy no longer produce acceptable results--they are like concentrating all one's skills on flying an airplane and paying scant attention to the airspace in which one is flying. The captains of contemporary business cannot be solely concerned with the internal functioning of their aircraft: they must also set a course in reference to climatic conditions, current position and projected destination, and the traffic on the network of routes criss-crossing the globe. That traffic is diversified and complex. It includes, in addition to customers, suppliers, distributors, R&D partners, technology subcontractors, and governmental departments and ministries, and numerous other cooperative and competitive aircraft, together with the social, ecologic, and even cultural milieu of the various bases of operation.Global companies no longer resemble a giant mechanism, controlled by those on top. This is new in the history of modern business. For most of the 20th century, top management could command the company structures without being influenced by, or even much concerned with, its lower echelons. Motivation for task-fulfillment wascreated by material incentives bolstered by threats; individual creativity and initiative were dismissed as unnecessary nuisance. Power was concentrated, together with responsibility and overview; middle management had access only to the information that was immediately relevant to its tasks. Following the recipes prescribed in Frederick Taylor's "scientific management", the distribution of tasks was established at headquarters and the company's functions were divided into individual work components. Planning was based on a belief in control and predictability, effects were traced to causes, and causes were quantitatively analyzed. Company operations based on cause-effect chains were given value independent of time and place: as in a machine, it was held that the same input would always produce the same output. This was the philosophy of the leading companies of the 20th century; the model for success at General Motors and Standard Oil, and the rest of the Fortune 500 group.The economic growth-environment of the post-war period did not provide grounds to modify, or even question, this philosophy. Almost anything an enterprising manager would try had a knack of succeeding; he could even engage in personal bravado. Technological progress seemed assured, and expanding markets seemed to distribute the benefits of growth. The post-war economy welcomed all entrepreneurs; they could grow as the economy did. Long-term costs, if any, were hidden in the long term. In that regard businessmen were fond of quoting Keynes: in the long term we shall all be dead. If things get better and better, why bother to look further than one's nose? There was no need to worry whether or not there would be progress, it was enough to guess what shape it would take, and how the company could benefit from it.In the 1970s and '80s the situation had changed. The economic growth curve flattened out and optimistic extrapolations failed to come true. Social alienation and anomie rose, and technology produced unexpected side-effects: scares and catastrophes at Three Mile Island, Bhopal, and Chernobyl, the ozone hole over theAntarctic, recurrent instances of acid rain and oil spill, and worsening environmental pollution in cities and on land. Belief in progress was shaken. Intellectuals and youth groups found it necessary, and some segments of society fashionable, to espouse the view that technological advance is dangerous and should be halted. Environmental effects and social value-change began to enter as factors in the equations of corporate success, and leading managers, together with consultants and management theorists, began to reexamine their operative assumptions.By the late 1980s further changes occurred in the operating environment. Environmental concerns moved from the fringes of society into the marketplace; people proved amenable to paying higher prices for products they deemed environmentally friendly; and they were known to boycott companies that remained environmentally polluting or unresponsive. New information and communication technologies came on line, markets became integrated and internationalized, product cycles became shorter and product lines diversified, and clients and consumers demanded shorter delivery times and higher quality. Competition moved into the global arena. Under these circumstances classically run hierarchical enterprises proved unable to cope. The centralization of information and its slow one-way penetration to lower echelons produced fatal mistakes-and then terminal rigidity. The companies that survived did so by transforming themselves into team-oriented multi-level decision-making and implementation structures, often in the nick of time.In the late 1990s the diffusion of information and the growth in the intensity and number of interfaces between people, departments, and divisions have radically changed the company's operative structures. Not only information, also people emerged as the key resource of the enterprise; teamwork proved to be the best way this resource could be tapped. The boundary between the company and its economic, social, and ecologic environment turned fuzzy. Within the business sphere fusions, alliances, and partnerships became commonplace. In many cases the core activities ofthe enterprise came to be sub-contracted, and work relations with other firms became as operative as company-based organizational structures. Reliance on distributors and suppliers, and linkage to local communities and ecologies turned into standard parameters of corporate functioning.Under these circumstances, there is a dire need for new and adapted management concepts. There is no dearth of advice. Theorists speak of activity bundling and the company' capacity to sustainably capture the highest portion of the total industry value-added chain's profit margin; strategy specialists emphasize the need for management to focus on dynamic competitive positioning and customer-driven processes; technology consultants stress the importance of anticipatory R&D in both products and processes; and organizational experts insist on the need for learning within net-worked teams operating beyond established company structures. Leading managers realize that their vision of the company's functioning within its global environment, and its adaptability to changes and trends in that environment, is at least equal in importance to their ability to formulate strategy and carry out operations.Management guru Tom Peters called intellectual capital a company's greatest resource, and consultants Gary Hamel and named future vision its greatest competitive advantage, more valuable than a large bank account or a lean organization. Managers who possess intellectual capital and future vision have a sense of purpose, avoid wasting time on useless experiments and dead-ends, and elicit deep commitment from their collaborators. In today's world effective leadership calls for a sound knowledge not only of current company operations and resources, but of its ability to reach strategic, financial, and organizational objectives in the years ahead. This requires considerable acumen. Because the future, as Charles Handy pointed out, could be most anything, but is not likely to be a continuation of the past.Though the enterprise needs a new and different culture, that culture must be efficient: it must enable executives to cope with ever less predictable economic conditions; offer sufficient flexibility to use new technologies as they come on line; develop adaptability for the company to enter new fields of activity and leave old ones as the opportunities present themselves; and keep track of the growing interdependence of the company with its partners and competitors and its economic and financial environment. But the new culture must also be ethical. It must recognize the impacts of the enterprise on society and on nature, and even on the conditions that we bequeath on future generations. And it must be ready to accept responsibility for these impacts.Accepting responsibility in the sphere of society and nature is not only good common sense, it is also good business sense. There are no longer definite boundaries where where a company ends and society and nature begins. The basic enduring interests of the enterprise and its social and ecological environment coincide. What is good for society and for nature is also good for the company--hence what is ultimately good for the company must also be good for society and for nature. This coincidence of interests will not change in the future; on the contrary, it will become more pronounced. The successful managers of the future will be those that recognize this fact and act on it. They will be effective as well as ethical: leaders of responsible corporate citizens in the global socio-economic-ecological system that is already emerging worldwide.Corporate cultureCorporate culture is the glue, if you will, that holds an organization together. It incorporates an organization’s values, its norms of behavior, its policies and its procedures. The most important influence on corporate culture is the national culture of the country in which the corporation is based. That may seem obvious, but thereare other factors that also help to shape a corporation’s culture—its views of and its interactions with the “outside world.” The ownership structure of the company will go a long way in defining a corporate culture. For example, the culture of a family-owned firm is likely to be quite different from that of a publicly held company. Also, the industry that the corporation is part of will help shape its cultural values. For example, a high-tech computer software firm (a relatively young industry) is likely to have a much more informal and entrepreneurial culture than say that of an investment bank (a mature industry). And, likewise, an organization in a service industry will have a different culture than that of a manufacturing or mining company. Differences in the corporate culture of organizations in the same home culture and industry may still be profound—sometimes as profound as the differences between national cultures themselves.Corporate-culture componentsLike national culture, corporate culture has some basic components that make up the whole. While national cultural components include such things as language, religion, and humor, the components of corporate culture tend to be more utilitarian. No one single component can reveal the true internal make-up of a corporation but when they are taken as a whole, they present a clear picture of a company’s values and goals. The key corporate cultural components are:●The system of rewardsWhat type of employee behavior is appreciated and rewarded? Do risk takers move up in management ranks or does the corporation reward loyalty and long-term service instead?●Hiring decisionsThe type of individual a company hires says much about its culture. Is a company ready to grow and accept new ideas by hiring a diverse workforce or is it content tokeep hiring the same type of individual to build a homogeneous workforce?●Management structureDoes the corporation have a rigid hierarchical structure? Is it managed by an executive committee or a dominating chairman?●Risk-taking strategyWhat is the corporation’s view of risk? Does it encourage taking chances, trying new products and markets? Or is it content with well-established markets and products?●Physical settingIs the office an open plan that encourages communication and a sense of egalitarianism? Or are management offices segregated from the staff workplace? Is headquarter a monument to ownership or a functional working environment?National cultural influencesAs explained previously, Asians place a high value on concept associated with social harmony, while Westerners put greater emphasis on individuals’ rights and responsibilities. It is no surprise to find that Japanese corporations almost always place great emphasis on group harmony in their corporate cultures. They design a system that rewards conformity, hire staff that is relatively homogeneous and tend to shy away from risk-taking and the entrepreneurial spirit. By the same token, it should be no surprise that many American corporations are likely to hire an entrepreneurial type and reward risk. There is no escaping the fact that a national culture shapes corporate responsibilities, practices and traditions.A pair of studies, one regarding six Asian nations completed in 1996 by Wirthlin Worldwide, and one regarding North America conducted in 1994 by David I. Hitchcock of the center for strategic and International Studies, revealed striking differences between the most cherished values of Asian and North American businessexecutives. These studies underscore the point that national cultures do have paramount influence on the formation of corporate cultures.In Asia the top seven values listed by executives were:1.hard work2.respect for learning3.honesty4.openness to new ideas5.accountability6.self-discipline7.self-relianceThe top seven north American (United States and Canada)values were:1.freedom of expression2.personal freedom3.self-reliance4.individual rights5.hard work6.personal achievement7.thinking for one’s selfCause and effectIf you look at the traits emphasized by the business executives, you can begin to build a corporate culture—albeit a stereotype—of an Asian firm and a North American firm and to understand the differences in management technique and skills between Asian corporations and North American ones. In Asia, there is no mention of individual rights or any hint of reward for “thinking for one’s self.” Hence, the type of organizational structure that5 has emerged across Asia is one of a very hierarchical, bureaucratic corporation that values such int angibles as “respect for learning” and“honesty.” By the same token, taking the values stressed by North American executives, you would expect to find corporations that are less structured and more entrepreneurial than Japanese ones—and, in general, that is very much the case. Remember, though, that within the same home culture, you still get vast differences in corporate culture. While IBM and Compaq may be in the same country and in the same industry, their corporate cultures in many ways are different.One interesting footnote from these studies was that female Asian executives had a value profile that more closely resembled that of North American. Asian women focus more on independence and self-reliance while Asian men focus more on harmony and order. This difference may be due to the fact that women have been shut out of the “old boys’ network” and have been forced to rely more on entrepreneurial skills than Asian males to succeed.Profitable corporate cultureThe concept of corporate culture is all well and good but does the concept have any measurable impact on a corporation’s bottom line or on staff behavior? It certainly does, though the impact is difficult to quantify. Having a strong corporate culture provides a clear sense of identity for staff, clarifies behavior and expectations and usually makes decision making fairly easy because so much is already defined. People know where they stand and what is expected of them. However, a strong corporate culture also has a downside. Any corporation that has an entrenched culture will find change difficult. The inabilities to be flexible, to act quickly and to change rapidly are all competitive disadvantages in the global market economy. A weak corporate culture will simply have little influence on employee behavior.Then it comes to the bottom line, it is important for a corporation to have a culture of accountability. With a strong accountability culture, a corporation can avoid imposing a costly monitoring system which often hurts employee morale anddiminishes productivity.Finally, if you have a weak or mistrusting corporate culture, employees will vote “with their feet.” In a tight labor market the bad workers will drive out the good and the situation gets even worse. A corporation will always need some type of controls but the goal is to have as few controls as possible—just enough to ensure that people don’t violate the rules.Employee reactionsIn truth, measuring the positive or negative impact of a corporate culture on a company’s bottom line re mains an elusive goal. Most companies do not quantify the effects of corporate culture. According to a 1996 global survey of business executives in Australia, Canada, France, Germany, Holland, the United Kingdom and the United states done by the consultants Proudfoot PLC, only38 percent of companies indicated that they measured the effects of their efforts to change corporate culture. Yet 86 percent claimed their culture change programs are successful. Methods of measurement included employee surveys the most common practice overall), meetings, independent surveys and informal feedback. Despite the inability to measure impact, more than half of all executives surveyed (52percent) felt that corporate culture contributes a great deal to the success of their companies. They just couldn’t say how much with any great amount of certainty.Views of successThe main goal of any corporation is to be successful. But how you define success will, of course, have an impact on how you organize our business and its culture. Again, the influence of national culture and local expectations play a paramount role in determining the corporate view. Wirthlin Consulting’s Worldwide Monitor finds what consumers in 13 countries view as for a corporation. Most consumers saidproducing the very best products and services defined success (indicating their individualistic cultures). However, in Japan, the most notable attribute was caring about the country’s social and environmental needs—a throwback to the culture’s emphasis on the importance of the group over the individual. In Italy, if a company was well run and well managed, then it was thought to be successful--an indication of concern about that culture’s history of chaotic politics and business management. In Mexico, a stable and profitable corporation was the benchmark of success. From these responses you can see the difficulties of attempting to set up a corporate culture that can effectively move across borders and meet the diverse needs of consumers in different countries.The ideal corporate cultureIt would be impossible to give precise detail on what the perfect type of corporate culture should be for a global company. It depends so much on the cultures you are operating in, the subject industry and the basic cultural components. However, there are some basic traits:Any culture needs to develop a sense of accountability among staff and employees.It needs to be coherently transmitted across cultures. If it is too akin to the headquarters’ culture, employees simply won’t accept it.Think locally, act consistently. While flexibility is important, there must be a consistent application of principles across cultures.It must be attuned to the competitive requirements of the world market and be able to change to adapt to new market conditions.Ervin Laszlo， The Journal of General Evolution. 1998, Vol. 52. pp. 181-186.企业文化的变革艾尔文.拉兹洛在当代商业的高层阶级中，经理们开始考虑不能保持公司现在的运行模式。
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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。
从一定程度上讲，企业文化的创新与企业管理的创新是相辅相成，密不可分的。
针对企业文化创新与管理创新的关系，本文在初步了解企业文化和企业管理基本概念的基础上，对企业文化创新给企业管理创新带来的影响进行了探讨。
关键词:企业；文化创新；管理创新；影响1 overview of corporate culture and business management1.1 overview of corporate cultureCorporate culture is to solve the problem of the survival and development of tree formation, was considered to be effective and can be shared, common basic beliefs and cognition, enterprise culture embodies a business management core idea, and the resulting organizational behavior. Enterprise culture refers to the entire staff in the business operation process of the formation of training, organizational behavior and business related, and become the mainstream consciousness of all employees and to abide by the highest goals, values, basic beliefs and the organization norms. Among them, the basic belief refers to the enterprise value, but also the core of enterprise culture, but the values of various cultural phenomena is refers to the enterprise management, it refers to the enterprise or enterprise employees engaged in business activities uphold the values.1.2 overview of enterprise managementEnterprise management is a general term for a series of functions, such as planning, organizing, directing, coordinating and controlling the production and operation activities of an enterprise. Enterprise management mainly includes enterprise management, organizational structure, production, sales, human resources, financial accounting and a series of management content.1企业文化与企业管理概述1.1企业文化概述企业文化是企业为解决生存和发展的问题而树形成的，被组织认为有效而共享，能被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。
企业文化具体是指企业全体员工在企业运行过程中所培育形成的、与企业组织行为相关的、并成为全体员工的主流意识且被共同遵守的最高目标、价值体系、基本信念及企业组织行为规范的总和。
其中，基本信念指的是企业的价值观，也是企业文化的核心，但这里的价值观不是泛指企业管理中的各种文化现象，而是指企业或企业中的员工在从事经营活动中所秉持的价值观。
1.2企业管理概述企业管理，是对企业的生产经营活动进行计划、组织、指挥、协调和控制等一系列职能的总称。
企业管理主要包括企业经营组织结构、生产销售、人力资源、财务会计等一系列的管理内容。
2, the influence of corporate culture innovation on enterprise management innovationThe influence of corporate culture on enterprise innovation management innovation is reflected in all aspects of day-to-day management of enterprises, and the influence of different conditions are different, this paper from the four aspects of enterprise management philosophy, management model, human resource management, management of core competence, briefly discusses the influence of enterprise culture on enterprise management innovation innovation.2企业文化创新对企业管理创新的影响企业文化创新对企业管理创新的影响体现在企业日常经营管理的各个方面，且不同条件的影响程度也各不相同，本文将从企业管理的经营理念、经营模式、人力资源管理、核心竞争力管理共四个方面，简要探讨了企业文化创新对企业管理创新的影响。
2.1, the influence of enterprise culture innovation on enterprise management ideaThe enterprise culture innovation is the process that the enterprise long-term development must experience, the enterprise culture innovation mainly revolves around the enterprise development strategy, and has the rationality. At present, with China's economic development, and constantly improve the level of the era of knowledge economy, the competition between enterprises is more and more intense, the factors in consideration of the mutual cooperation between enterprises is also more and more, which makes enterprises have to innovate the cultural level of the original "win-win cooperation" business philosophy. Therefore, in order to enable enterprises to develop more in line with the requirements of the times, many enterprises began to carry out the innovation of enterprise culture, and even some enterprises continue from the point of view of its own operating status, development strategy adjustment for the innovation of enterprise culture, this innovation makes。