中美企业文化比较分析
中美企业文化差异与整合共3篇
中美企业文化差异与整合共3篇中美企业文化差异与整合1中美企业文化差异与整合在全球化背景下，中美企业进行合作、整合已成为趋势。
然而，中美两国文化的差异是不容忽视的，这也对企业的整合带来了挑战。
一、价值观差异中美文化的价值观存在明显差异。
在中国，人际关系非常重要，重视面子、情感，注重团队合作。
而在美国，更注重个人主义和竞争，注重效率和结果。
在企业文化层面，这种价值观差异也十分显著：美国公司更注重明确的规章制度，追求高效率，强调个人能力和竞争优势；而中国公司更加强调团队协作，以及对领导的尊重和信任。
二、沟通方式差异中美两国的沟通方式也存在明显差异。
在中国，沟通方式更加委婉、含蓄，以免得罪对方；而在美国，更加直接、简洁。
这种差异在商务谈判中尤为明显，可能产生意见不合、误解等问题。
三、组织结构差异中美企业的组织结构存在一定差异。
在美国，公司的决策偏向于平面化和去中心化，由每个部门的负责人共同管理。
而在中国，公司的结构更趋向于集中化，领导者的权威和决策更加集中。
四、员工关系差异在管理员工方面，中美两国也存在巨大差异。
在美国，公司对员工的要求更高，员工获得更多自由度和选择空间，也更加重视员工的个人成长和福利。
而在中国，员工与公司的关系更像家庭，更加注重保障员工的收入和就业机会。
如何整合？为了实现跨文化企业的顺利整合，企业需要采取以下措施：一、建立尊重差异的文化企业应尊重中美文化的差异，采取开放的文化政策，了解、理解和包容跨文化企业中不同的文化特点和习惯，形成温馨、和谐、开放和尊重的企业文化，让员工在工作中感到舒适和自由，提高员工的工作热情和创造力。
二、教育员工文化差异企业需要培训员工对文化差异的认识和理解，提高他们对不同文化的包容性和接纳能力，避免因为文化差异而产生的误解和冲突。
三、建立多元化的管理团队企业应该建立多元化的管理团队，包括不同国家的员工，以便在企业整合时有能力管理不同文化的员工。
四、促进沟通和交流为促进不同文化背景的员工之间的沟通和交流，企业可以采用多种沟通方法，例如建立员工服务中心、制定多元化的员工福利计划等，以此建立员工和企业之间的更好的关系，并帮助他们更好地适应不同文化的差异。
中美企业文化比较
PrefaceAbout 'difference between Chinese and Western cultures and the co-wall' we are already quite familiar with, but for 'the difference between Chinese and Western corporate Culture and the co-Wall' is only in recent years been the subject of concern to the industry, but we are talking about corporate Culture is a kind of subculture , its difference with the co-wall must be on the basis of a Research culture can only be more in-depth. At the same time, we are here for the first time put forward the 'China-style corporate culture' concept, because management has the American system, Japanese and Chinese-style, then the corporate culture has certainly made the American system, Japanese and Chinese-style of.First, the definition of the difference between Chinese and Western cultureChina's introduction of 'corporate culture' is in the late seventies, but now there are many people know about the corporate culture is still rather ambiguous.America's corporate culture focuses on the theory of ideas, as well as in the management of this under the guidance produced by the various systems, processes and management systems, while Japan is in the United States on the basis of innovation, combined with the United States 'corporate image theory, CI', in the management of based on the idea of an increase of MI code of conduct for BI, these two factors, the visual standard BI. So for Japan, the corporate image and corporate culture, and there is no difference in the nature, it focused on businesses and employees to form a unified standard. They are first, and then there is the concept of management system for the definition of corporate culture, Japan is the result of management practices after the rise to the theoretical level, so their idea of system and management system to more closely combine. But the corporate image in the United States is not directly linked with the corporate culture, it emphasized that the visual design, while the corporate culture is the management issue, it stressed that management science. Because of its corporate culture is the result first, and then refined to promote the practice, so the corporate image and management culture does not require direct contact. This is the corporate culture in the United States and Japan had to know the difference.In China, we first popularized in Japan's corporate culture is based on understanding of the scope of the corporate identity system, CI, and thus far there are still many enterprises do not know the corporate image and corporate culture, the relationship between the corporate image that they simply equivalent to an enterprise culture. In fact, China's status quo of corporate culture inside and outside the two-tier skin, and many companies into corporate identity system, will the concept of corporate image management system directly equivalent concept, but the Enterprise Management concept is still a potential management system, but have not been following the upgrading and finishing Therefore, understanding corporate culture is the current corporate retreat on the basic concepts of corporate culture. In addition, the content of enterprise culture with Chinese characteristics is the ideological and Political work, as our business system, the original reason for a very long time in the corporate culture and the ideological and political work is basically synonymous, but we believe that the ideological and political work is state-owned enterprises generatedby the special context of a management culture, it's just the context of China's special part of corporate culture, rather than all the corporate culture more than Chinese culture in its entirety. We know that China's current forms of enterprises in addition to state-owned enterprises, there are foreign-funded enterprises and private enterprises, for them, the ideological and political work would not be equivalent to corporate culture. Therefore, the Chinese understanding of corporate culture is quite confusing at this stage, there are considered to be corporate image, there are considered to be ideological and political work, and even considered to be employees of the entertainment.From the above can be analyzed, the United States believes the corporate culture focused on management culture, Japan believes that the corporate culture focused on the image of culture. Chinese-style corporate culture that what should be the definition? We believe that the Chinese-style corporate culture should be 'philosophical-style corporate culture', both the philosophical and cultural. The so-called philosophy-style corporate culture refers to the corporate philosophy as the center, inside and outside the enterprise to transform a set of contradictory ways of thinking. This philosophical culture is characterized by: 'hardness with softness, dealt with gently; internally and externally within the main outer'. 'Hardness with softness, dealt with gently' management system is to rigid and flexible combination of management concepts and to management concept to guide management system, which is the management culture; 'internally and externally within the main outer' refers to the management culture and image of the culture of the times, and to guide the management culture of the image of culture. Can be seen, Chinese-style corporate culture combines the U.S. and Japanese corporate culture corporate culture advantages, while Innovation in a traditional Chinese cultural characteristics with a new model of corporate culture.Second, the difference between Chinese and Western management thinkingTalking about the differences between Chinese and Western culture, we must first understand the difference between Chinese and Western business management thinking, because differences in corporate culture is to manage the thinking behind the differences in management thinking is the core of corporate culture. The difference between Chinese and Western management thinking there are many aspects, but the most essential is the 'logic' and 'dialectical thinking,' the difference.Americans believe that logical thinking, which emphasizes the unity of the world, non-contradictory and scheduling neutral. By this way of thinking people believe that a proposition can not simultaneously right or wrong, or right, or wrong, no intermediate. Usually we say that they are 'either-or' thinking.Chinese people emphasize the dialectical thinking, which contains three principles: change theory, the contradiction theory and in theory. Change on the changing nature of departure from the world, that the world is ever changing, there is no eternal right and wrong; Contradiction believes that all things are composed of contradictions from the unity of opposites, there is no contradiction, nothing themselves, and in theory are embodied in the doctrine of the mean, that to everything there is a moderate reasonable.Third, the difference between Chinese and Western value systemDifferences in thinking in the West, under the influence of Western value systems have significant differences. Values is in us what is and what is wrong; what should and what should not be a criterion. Value system in general includes the basic values, and the value of goals, ways and restraint mechanisms to implement four aspects. We will classify and Western values, value is based on 'individualism and collectivism', the value of objective is to 'materialism and spiritualism,' implementation of the approach is' science of Marxism and the German-ism ', and restraint mechanism is' doctrine and the rule of man, the rule of law doctrine ', here we are in accordance with this classification method, the difference between Chinese and Western value systems are introduced.1, individualism and collectivismWesterners for the individual and collective thinking is focused on the collective from a personal perspective, they think that group is made up of individuals, so the focus on personal progress, emphasizes the role of individuals, ability, struggle, hard work and so on, so personal heroism is Western values is an important constituent element. As long as the opportunity to demonstrate their abilities, the Americans will be the first to fight, the champion with the record is almost an American word. And China's ways of thinking emphasize collectivism, used to analyze the individual from the collective, individual but collective in an integral part. Under the influence of such thinking, 'good deed goes unpunished, people are afraid afraid of famous pig Zhuang', 'I'm a brick, where the need to move there,' long-term guiding ideology of the Chinese people's management practices, thus forming a kind of ' a low-key, pragmatic 'cultural inclinations. Under the influence of such values, Westerners concerned about how their own view, and the Chinese people were concerned about how others look.2, materialism and spiritual doctrineFor the material needs of the West has always been considered justified, the pursuit of the interests of Social Development needs, but also a manifestation of personal values, so the values of excellence recognized by society standards. So the rich are respected in the community, there is no need for cover. The Chinese people always believe that traders 'materialistic sense' and therefore do not advocate emphasized that the material interests of promoting a cultural figures, emphasizing the pursuit of self self-cultivation is usually so as to achieve without me state, so abstinence can be said that a key feature of Chinese culture. 'Contentment''not seeking''active but they try too little wealth not only an' idea makes the development of Chinese enterprises lack a long-term ideological driving force.3, Scientism and Germany-based doctrineWestern advocates of science and reason, for the analysis things are built on a scientific, logical, analytical thinking, based on what is right what is wrong to distinguish very clearly, there is not much vague and uncertain claims on their , the 'right' is the 'right', 'wrong' is the 'wrong', it is easy to distinguish, to promote results-oriented, the sake of discussion. But the Chinese people have stressed the 'Heaven and Man', hope that, through their own internalized the value of practice to achieve the goal, 'immune', 'self-cultivation, regulating the family, ruling the state andthe world' is the representative of these values. Therefore, Chinese people are very emotional, what is 'not', 'right' is sometimes not necessarily 'wrong' is not all that is 'wrong', also in consideration of time, place, background, in particular, to pay attention to face the problem, the management thought the 'degree' difficult to grasp. However, the realm of German-based Education is too high, and even do not have much maneuverability. The Chinese concept of happiness is to some extent, ethics, and moral well-being equivalent to a.4, the rule of law doctrine and the rule of manismWestern assumptions about human nature is not the same, the West key assumptions that human nature is evil, therefore the emphasis of legal right to regulate people's behavior. They stressed that the establishment of the rule of law, all operations are based on law and therefore the relationship between people is a kind of contractual relationship, by the book value of market principles is the main trend. The Chinese culture focuses on human nature is good, so people can be enlightenment, and can be perception. The rule of man is concerned about the harmony between people, so the relationship of face for the relative legal, market, more important, do not understand the relationship between doing business in China principle is everywhere difficult, can be said that 'the door doors factions, all owned by circle '. Three cardinal guides and the formation of the five permanent members of the hierarchy of values, the concept of the will and so on.Fourth, differences between the operation of Chinese and Western culture1, Chinese and Western models of corporate culture differencesEstablished by the Western corporate culture, their business development time has been 100 years of history, management foundation is more thorough understanding of the scientific management and operational Experience of a mature, what is lacking is the management philosophy major traction, so that their corporate culture model is relatively simple, often merely to make a few core values that can be, and then under the direction of the core values, will manage the concept in the management systems and processes throughout the entire process, you can contact the practice to do philosophy, and cultural implementation of behavior.However, the current management situation of Chinese enterprises still remain in the experience of management to scientific management of the transition phase, many enterprises are relatively superficial understanding of scientific management, and more talks is not the cultural management of the stage, the corporate culture model can not be too simple, then in the primary stage of the scientific management of corporate culture can be difficult to truly reflect the system in the management of the road is only two layers of skin just inside and outside. Therefore, we believe that China's current application-oriented corporate culture corporate culture, it should be emphasized that a hierarchical model of stages to operate, we must carefully distinguish between core concepts, application ideas and dissemination of the distinction between ideas and more to the image of culture and management Cultural well together.2, the operation of Chinese and Western corporate culture differences in the wayWestern corporate culture is based on the theory of management science, so their culture is based on the Strategic Management model based on heavy content than form, although the construction of their corporate culture very much attention and investment, but few companies specifically to emphasize the work of the corporate culture or is classified into the corporate culture of their areas of work, so more of Western corporate culture is embodied in human resources, strategic management, brand marketing, among the various management systems, compare little the specialized agencies to the operation of corporate culture. But this did not reduce the corporate culture in their management system, the position or a role, with the Chinese measure of corporate culture, it should be said that their corporate culture more of a hidden and potential.China is now the corporate culture are actually remain in the exploratory stage, and not very sophisticated operation, or system of ideas. In general, more suitable for the current mode of operation should be comprehensive to promote breakthroughs in key areas, with actual situation. Comprehensively advance in the external image, internal management culture of the two systems should be comprehensive, because we are just getting started in these areas, there is no maturity model. Breakthroughs in the internal management culture, the Chinese-style management has no clear pattern can give us learn, so the management culture to talk about the stereotypes, how to find a suitable Chinese enterprises to the management of cultural patterns, this should be the Chinese-style the key to corporate culture. Actual situation is to combine the implementation of the way corporate culture take many forms, be practical, to empty, giving the false and true combined.5, Chinese and Western culture combined wallWestern corporate culture and Chinese culture have their own advantages and disadvantages, how is the Chinese-style Yangzhangbuduan the key issues shaping the corporate culture. As we have defined, Chinese-style corporate culture is a philosophy of culture, its emphasis is a dynamic equilibrium, transforming conflict, but it is definitely not without changing any of the principles is the principle under the conditions of certain changes in order to maintaining the status quo In changing to seek the same.1, philosophical and cultural connotationsAccording to the division of value system, we believe that philosophical culture, we must bear with the following aspects of the content, but we must stress that these values are not absolute contradiction between them, but a dynamic transformation, but there are certain principles of transformation, that is, who should Who is the principle of the post, or completely fell into unprincipled state.(1) the first individual and then collectivelyChina's traditional emphasis on collective rather dilute the cultural requirements of individuals, highlight the harmonious and weaken the competition, and the formation of egalitarianism, the phenomenon of eating big pot. Must therefore be based on maintaining the team spirit of individualism, empowerment doctrine, the establishment of performance management, promotion of values such as results-oriented. But it can not be simply interpreted as giving up the team spirit andstrengthen the individualism, in fact, the two are not contradictory, so individual members of the team, the team affected individuals.(2) the first material and then the spirit ofEnterprises are profitable can survive, but not just exist in order to survive. And people can not live only for money, but could not live without money. Maslow's theory tells us that people need is a stage, so we should pay attention to the material needs of employees, can not be expected only by spiritual orientation and require employees to give up the most basic requirements.(3) first and then arts and sciencesManagement is a science is art, if only the emphasis on art, it is easy to fall into the 'rule of man''Machiavellian' inside the trap and become nihilism, so that any art is science-based. Chinese-style corporate culture to emphasize the scientific basis for management to carry out art of management, strengthen basic management of construction, on the basis of rational sensibility.(4) The first system, then cultureHumans have two sides, but no matter what assumptions, business is not a religion, it does not use human beings as the ultimate goal of probation, it does not need to shoulder their social responsibility for the purpose of survival. Therefore, corporate culture should be guided by management system based on a relatively perfect system there is no management system to simply talk about the building of enterprise culture would only talk of culture, loss of institutional foundation of the corporate culture will make the cultural spirit of the building, empty of.2, China's current corporate culture and cultural factors need reinforcementAs China's integration with the international market continue to strengthen the depth and breadth of Chinese enterprises in the enterprise culture connotation, the depth and breadth of the need to constantly enhance and upgrade to meet the new market development needs, we called the corporate culture reinforcing factors.And cultural needs of Chinese enterprises reinforced main factors are:Ability doctrine: To advocate the establishment of competency-based corporate culture, dilute the 'No credit is also hard work' concepts, on this basis, foster results-oriented performance culture. At the same time to establish a level difference in pay and benefits, breaking the egalitarianism, except for eating big pot ideas. To change the Talent's 'ability and political integrity' concept to enhance the 'before' understanding of the company without violating the spirit and under the premise of social ethics, boldly newcomers to give up absolute 'loyalty' conception of qualified personnel.Open house: a positive absorption of a variety of new concepts and ideas, the introduction of different ideas, the premise of thinking in innovation management to maintain the dynamics of corporate culture to meet the development needs of the market, following the beaten track of thinking is the biggest enemy of corporate culture.Fair Competition: Although China relations-oriented culture is a major feature of traditional culture, but in an increasingly strong sense of market circumstances, the fair competition is the development trend of the market, so how to enhance businessawareness and market competition, enterprises need the ability enhanced ideology.Professional spirit: Chinese enterprises must strive to strengthen the professionalism of staff training to teach employees how to become a market economy under the conditions of a qualified professional staff, improve work efficiency, enhance professional responsibility.System Management: In the absence of a good system management infrastructure, stressed the role of the corporate culture of Marxism and nihilism easy rule of man-oriented corporate culture is based on the scientific management system.。
中美跨文化管理中价值观企业文化对比
中美跨文化管理中价值观企业文化对比提要：在21 世纪，中美跨文化管理者必须具备能够与异域文化的员工打交道的能力。
因为不同文化背景下的价值观和企业文化存在差异。
文化环境决定着人们的价值观，价值观决定了人的态度，而态度直接影响人的行为。
从微观层面考察，文化主要是通过影响员工价值观而对企业文化的形成产生作用。
关键词：跨文化管理；价值观；企业文化为什么要关注中美跨文化管理跨文化管理又称为交叉文化管理，是指涉及不同文化背景的人、物、事的管理。
中国是最大的发展中国家，美国是最大的发达国家。
这两个国家在全球经济发展过程中扮演着举足轻重的角色，可谓牵一发而动全身。
中美两国的文化差异造就了各自颇具特色的价值观，而不同的价值观塑造了不同的企业文化，两者具有一定的共生性。
众所周知，文化影响着人们对世界的基本看法，通过宗教、哲学、知识、习俗等文化因素，每一个文化成员都可以获得一定的价值取向，形成各自的价值观。
无论是管理者还是员工在企业文化建设过程中都注入了各自的价值判断和价值选择。
此外，在某一文化背景下取得成功的企业文化移植到另一种文化背景下，可能产生截然不同的效果。
所以，探讨跨文化企业经营中的企业文化差异，寻找有效的文化调和方式，对于提升企业跨文化管理水平具有重要的理论与实践意义。
二、跨文化管理中引起文化冲突的深层原因——价值观差异始于对文化的研究。
它有着文化人类学、社会学以及心理学、管理学的渊源。
概括地讲，在文化人类学中，价值观是区分文化类型的标准；在社会学领域中，社会学家视价值观为社会成员所共享的一种符号系统。
在管理学领域，价值观代表着基本的信念：“个人或社会接受一种特定的行为或终极存在方式，而摈弃与其相反的行为或终极存在方式。
”这种信仰里面包含了道德偏好，因为它传递了是非、好坏以及是否合心意等观念。
根据Geert Hofstede 的定义，“文化是具有相同教育和生活经验的许多人所具有的理程序”。
每一种文化都体现出其民族特定的思维和行为方式。
中美企业文化比较分析
中美企业文化比较分析上课时间：周四晚上班级：工管0902 姓名：蔡川露 [摘要] 各个国家的企业文化都有其各自的特点，中美两国由于社会制度、传统文化、地理位置等因素的共同作用使企业文化呈现出各异特色。
文章从观念意识、企业精神、企业制度文化三个方面比较分析了中美企业文化。
[关键词] 中国美国企业文化比较企业文化理论的奠基人之一劳伦斯。
米勒在文献中写道：“公司唯有发展出一种文化,这种文化能激励在竞争中获得成功的一切行为，这样公司才能在竞争中成功”。
由此可以看出,企业文化是企业赖以生存与发展的根源，而优秀的企业文化更是企业良性发展的有力保障。
随着社会的不断发展，知识经济正在改变着社会文化,而企业文化也将成为知识经济条件下企业管理的重要手段.我国的很多企业已经开始重视企业文化管理，不断学习国外一些优秀的企业文化,并在企业文化建设方面取得了一定的成绩。
中西文化从属于不同的文化体系,而不同文化体系下所产生的企业文化必然有着很大的差异。
在中国建立的中外合资企业中，有15%左右的企业预定寿命提前终止，其中由于文化差异造成的企业不稳定占主要成分。
中美双方的社会制度、主流文化、意识形态以及经济发展水平存在巨大差异，在文化冲突方面具有典型性和代表性。
观念意识的比较中国企业强调集体主义，经济与政治关系紧密。
中国企业强调以集体利益为重，个人利益要服从集体利益，强调民族主义和爱国主义等，在中国的企业文化中，十分注重和谐，强调员工的归属感，强调以企业的利益、荣誉为重。
企业十分注重培养员工的集体主义精神和团体协作精神，鼓励员工为实现企业目标同心同德、开拓进取，注重培养职工良好的主人翁意识，树立“以企业为家”的思想。
例如海尔企业文化便有“敬业报国、追求卓越”这一条。
美国企业奉行个人主义，政治对经济的干预较小。
美国企业提倡个人奋斗，崇尚独立、自由、平等、竞争，强调个人作用，以自我为中心的个人主义被发挥到极致，及其注重和突出个人的作用，奉行个人主义。
(企业文化)中、日、美企业文化差异的比较
（企业文化）中、日、美企业文化差异的比较企业文化是指一家企业内部的价值观、目标、行为准则、工作风格、制度等整体形象，它是企业的精神内核和行为准则，有助于企业实现长期发展。
中、日、美三个国家的企业文化存在一定的差异，下面对这三个国家进行比较分析。
一、中式企业文化中式企业文化强调尊敬和仁爱，追求和谐、和顺。
在公司内部，尊重长辈、尊重传统文化、注重员工的福利是一些基本价值观。
在企业的经营方面，中国企业文化大多侧重于长期发展规划，计划和目标是前提，强调长远利益；注重忠诚和信任，并通过结盟合作、社会网络等方式来拓展商业机会；重视人际关系、关注企业文化的塑造。
当然，由于中国经济发展水平较低，一些企业文化与传统的文化习俗较为相关。
日式企业文化强调的是严谨、认真和尊重。
公司内部，企业文化强调要遵守公司规则和程序；形成团队协作氛围，重视和睦相处；讲究时间、效率和精准度；注重环保、社会责任和社会义务。
在企业经营方面，日式企业文化追求创新，但不太重视急功近利，而是会考虑到企业的长远利益。
此外，社会责任、企业文化以及员工拓展、学习均在企业的经营理念中占有重要地位。
可以说，日本习惯于将整个社会视为一个大家庭，尊重集体、强调合作、注意防止个人主义。
美式企业文化注重效率、运营、最大化利润。
在公司内部，美式企业文化强调职业素养、个人能力、自我价值的开发和实现，追求独立与自由，贯彻“以绩效为导向”的管理模式；注重激励、鼓励优秀人才发挥最大潜力。
在企业经营方面，美式企业文化通常有一个清晰的商业计划，会将各个方面的风险考虑全面，为企业的增长，努力寻找更多的机会；同时注重市场前景的研究，以找到更加流行的经营模式，在市场竞争中占据领先地位。
总的来说，中、日、美三个国家的企业文化存在的基本价值观、经营理念等方面有很大的差异。
不同的企业文化会影响到企业发展的方向和战略，因此企业应该根据自身情况选择适合自己的企业文化，并在实践中不断调整和完善。
差异与融合—当代中美企业文化比较研究解读（合集五篇）
差异与融合—当代中美企业文化比较研究解读（合集五篇）第一篇：差异与融合—当代中美企业文化比较研究解读差异与融合—当代中美企业文化比较研究文化虽然相对于其他社会现象比较稳定,但本身却也是一个动态的过程,企业文化也不例外。
如我国在计划时期受整个政治体制和经济体制的影响,国有企业缺乏一种自主性的企业文化,改革后企业文化及其研究则引起越来越多的注意。
所以不同时期作为整体呈现出来的企业文化肯定是不同的。
中国的传统文化本身既已博大精深,认清转型和崛起中的中国更是非常困难。
为便于分析,我们采取了策略上的处理,即对于中美企业文化差异性的分析主要是着眼于对传统的分析,而共同趋势则主要是针对改革开放后形成的新特点,这样就有了继往开来”的分析意义。
中美两国企业文化的差异性分析(一)已有研究的综述对于中美企业文化特点的总结非常多,而且内容大同小异。
对于美国企业文化的概括,这里简言之,可以认为“美国企业文化的实质和核心有两条:一是只强调个人作用,或叫倡导个人能力主义;二是重视管理硬件,追求理性化管理。
”美国人思维方式上有长于分析的特点,文化上有宗教的信仰资源和法治契约的现实资源。
对于中国企业文化的概括,有的仅仅是停留在应然而非实然上。
但是可以说,与中国传统文化特点相一致,中国企业文化具有强烈的集体本位和人治色彩。
中国人思维方式上秉承综合的整体性思维,文化上有道德伦理的思想资源。
(二)中美两国企业文化的内容差异1.价值观方面价值体系的核心构造不同,表现为人格取向中的文化差异。
以中国为代表的东方文化是以儒家思想为基础发展起来的,是一种以农民社会为主体的农业文化,又是以宗法血缘关系为根基的宗法制度文化。
以欧美等国为代表的西方文化是在古代希腊文化和犹太基督教文化基础上发展而来的,是平民为主体的商业社会文化和市民社会文化。
因此,东方文化的发展取向是重群体、重道德、重实用;西方文化的发展取向是重个体、重科学、重思辨。
第二篇：推荐：论中美企业文化的差异与融合（模版）论中美企业文化的差异与融合[摘要]：企业文化是一种观念形态的价值观，是企业长期形成的稳定的文化观念和历史传统以及特有的经营精神和风格；合资公司就是跨国文化公司。
中美日三个国家企业文化对比
中美日三个国家的企业文化比较一个国家或地区的组织文化是建立在传统的民族文化的基础上的，并目_与其地理环境、社会经济发展水平相联系，因而不同的国度和地区有着不同的组织文化特征。
任何一种形式的组织文化包括企业文化，都有它的长短利弊，应相勺_学习，取长补短。
在经济发展全球化、企业经营国际化的大趋势下，企业领导人应该“知己知彼”，熟知不同国家和地区的企业文化的主要特征，洞悉不同地域背景下的生产经营观念与组织行为特点，在兼收并蓄、取长补短的基础上建立自己具有强大生命力和远大辐射力的企业文化。
这不仅是企业从事国际化经营的基本要求，也是企业在高强度竞争环境中求生存、求发展的法宝。
一、美国美国作为当今世界的强国，生产力和科学技术发达，这与它的组织文化的发展是分不开的。
美国是一个“移民之国”，民族文化复杂，历史文化根基较浅。
但是，移民文化的“杂交”优势，特别是产业革命与科学技术的进步，有力地推动了美国组织管理思想的发展，并民形成了一种具有强大生命力的企业文化，这种企业文化具有独特风格。
1.追求利润最大化是企业的终极价值目标美国企业是独立自主的经济组织，组织的一切活动都可以归结为经济活动，因此组织活动的终极目标就是讲求经济效益，追求利润的最大化。
企业获利状况不仅决定着企业的前途和命运，也决定着企业及企业家在社会中的形象和地位。
不仅如此，美国企业还存在着一种过分追求短期利润的急功近利的企业文化取向。
这一企业文化的特质除了逻辑地由资本主义的生产关系决定之外，也与投资人及社会公众对企业及其经营者的评价模式有关。
2.以自我为中心的个人主义至上文化美国文化是世界移民所带来的多种民族文化兼收并蓄的结果。
富于冒险与自我奋斗精神的移民们为寻求自身的发展，背井离乡，开拓进取，他们信仰个人至上，提倡个人奋斗，崇尚独立、自由、平等、竞争，这些思想至今仍深刻地影响着美国的企业文化与管理模式。
这里所讲的个人主义在美国是一个褒义词，其本质的含义是“自己是自己前途的主人”。
中美企业文化的差异
1102016.06企业文化理论形成于美国，是美国的管理学家针对日本企业对美国经济的挑战，研究和总结日本企业管理经验提出的理论。
这一理论创立之初，即被誉为“静悄悄的企业革命”和“现代管理的成功之道”，并在美国企业界广泛运用。
我国的企业特别是国有企业文化形成也经历了长期的发展过程，具备了自身的特色，但与美国的先进企业相比，企业文化建设仍然存在差距和不足。
因此，立足于中美企业所处的大背景即国家文化的差异，对比中美企业文化在企业管理中的不同表现，总结提炼美国企业文化对我国企业发展的借鉴意义，在当前具有十分重要的意义和价值。
中美企业文化差异的表现不同中美文化背景带来的思维方式、沟通方式、法制观念、领导方式上的差异，在企业管理中主要表现在以下方面：管理模式。
美国的市场经济受美国文化背景和价值观念的影响，表现出与其他资本主义国家市场经济不同的方面。
基于价值取向的不同，美国的市场经济被称为个人资本主义。
而中国正处于由传统的计划经济向社会主义市场经济的转型过程中，广泛学习各种先进的管理方式方法，形成有中国特色的社会主义市场经济。
在中美合资企业中，面临管理模式困扰，或由于管理者忽视文化摩擦，而使得跨国公司全球战略遇到障碍。
某一决策在理论上无可挑剔，在实施中却遇到重重阻碍；同一决策，在甲地贯彻实施效果颇佳，在乙地却未必得心应手。
文化造成的摩擦难以通过产品多样化、组织结构复杂化等经营策略来克服，文化造成的偏差只能通过调整文化来纠正。
美国微软公司在管理中对每一个员工灌输正确对待失败、尊重失败的思想，甚至提出“没有失败说明工作没有努力”。
正因为失败成就了微软一次次令对手胆寒的成功。
用微软自己的话说：“失败是成功的一种需要。
”微软公司还大力倡导“释放信息”“工作任意小时”“不需要再开一次会”等管理理念。
这些管理经验和模式非常值得中国国有企业学习和借鉴。
组织结构。
企业组织设计中的文化因素影响，主要体现在两个方面：一是明确个人在组织中的地位和作用，保持一定的权力距离。
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中美企业文化比较分析
一、引言
企业文化是指组织内部成员共同遵循的价值观、行为准则和工作方式，是企业
的精神灵魂和核心竞争力。中美两国在企业文化方面存在着明显的差异，本文将对
中美企业文化进行比较分析，以期深入了解两国企业文化的异同点。
二、中美企业文化的背景与特点
1. 中美企业文化的背景
中美两国的企业文化受到不同的历史、文化和制度背景的影响。中国企业文化
源远流长，强调家族观念、尊重权威和集体主义；而美国企业文化则更加注重个人
主义、竞争和创新。
2. 中美企业文化的特点
（1）中美企业文化的价值观差异
中美企业文化的核心价值观存在明显的差异。中国企业文化强调忠诚、信任、
和谐和稳定，注重长期合作关系；而美国企业文化则更加注重自由、个人权利和追
求利润最大化。
（2）中美企业文化的组织结构差异
中美企业文化的组织结构也存在差异。中国企业文化倾向于集权和垂直管理，
强调领导者的权威和指导作用；而美国企业文化更加注重平等、开放和民主，倡导
员工参与决策和自主管理。
（3）中美企业文化的沟通方式差异
中美企业文化在沟通方式上也存在差异。中国企业文化注重面子、尊重和间接
沟通，倾向于使用非言语和隐喻的方式表达意思；而美国企业文化则更加注重直接、
明确和开放的沟通方式。
三、中美企业文化的影响因素
1. 历史文化因素
中美两国的历史文化对企业文化产生了深远影响。中国企业文化受到儒家思想、
家族观念和传统价值观的影响；而美国企业文化则受到西方启蒙思想、个人主义和
自由市场经济的影响。
2. 政府政策因素
中美两国的政府政策也对企业文化产生了影响。中国政府倡导和引导企业文化
建设，提出了一系列相关政策和指导意见；而美国政府则更加注重市场经济的自由
度和竞争力。
3. 经济发展因素
中美两国的经济发展水平和产业结构也对企业文化产生了影响。中国企业文化
在过去的计划经济时期更加注重稳定和集体主义；而美国企业文化则更加注重创新
和市场竞争。
四、中美企业文化的比较分析
1. 价值观比较
中美企业文化的核心价值观存在明显差异。中国企业文化强调忠诚、信任、和
谐和稳定，注重长期合作关系；而美国企业文化更加注重自由、个人权利和追求利
润最大化。
2. 组织结构比较
中美企业文化的组织结构也存在差异。中国企业文化倾向于集权和垂直管理，
强调领导者的权威和指导作用；而美国企业文化更加注重平等、开放和民主，倡导
员工参与决策和自主管理。
3. 沟通方式比较
中美企业文化在沟通方式上也存在差异。中国企业文化注重面子、尊重和间接
沟通，倾向于使用非言语和隐喻的方式表达意思；而美国企业文化则更加注重直接、
明确和开放的沟通方式。
五、中美企业文化的优劣势
1. 中美企业文化的优势
中国企业文化注重长期合作关系和稳定性，有利于建立深厚的人际关系和信任
基础；而美国企业文化注重创新和市场竞争，有利于推动企业的发展和成长。
2. 中美企业文化的劣势
中国企业文化在集权和垂直管理方面存在劣势，可能导致决策效率低下和创新
能力不足；而美国企业文化在过度追求利润最大化方面存在劣势，可能导致短期行
为和忽视长期可持续发展。
六、中美企业文化的启示与建议
1. 启示
中美企业文化的比较分析可以帮助我们更好地了解两国企业文化的差异和特点，
拓宽我们的思维和视野，提高我们的文化适应能力和跨文化交流能力。
2. 建议
在跨国企业经营和文化交流中，应注重尊重和理解对方的文化差异，加强沟通
和合作，促进文化融合和共享。同时，借鉴对方的优势，弥补自身的劣势，实现互
利共赢。
七、结论
中美企业文化存在明显的差异，这是由两国的历史、文化和制度背景所决定的。
了解和尊重对方的企业文化差异，加强跨文化交流和合作，对于中美企业的发展和
合作具有重要意义。