Progress in foreign corporate culture research
Corporate culture refers to the sum of common sense, values, professional ethics, norms and norms formed by social practice under certain social and economic conditions and followed by all members. It is a company or an organization in its own development process. A unique cultural management model with value as the core. Corporate culture is the product of social culture and organizational management practices. Corporate culture is another re-establishment of the relationship between the management philosophy, the management process and the long-term performance of the organization after the Western management theory has experienced the assumptions of “economic man”, “social person”, “self-realizing person” and “complex person”. Examine.
From the end of the 19th century to the beginning of this century, the industrialization of the West developed to the stage of the production of large machines and production lines. The main concern of business operators is the productivity and input-output ratio. Under this condition, Taylor’s science The management model and Weber's “strategy system” application led to a series of rational management practices, but they are all based on the assumption of “rational economic man”, which believes that people's behavioral motives are to satisfy their own self-interest, work. It is to get the financial reward. The theory of scientific management has had a profound impact on the industrialization process at the time. From the 1920s to the 1930s, the “Hawthorne Experiment” made people notice the influence of interpersonal relationships and informal groups in the organization on organizational benefits, and began to pay attention to the social needs of people including self-realization. This led to the emergence of a series of incentive theories. These theories emphasize the importance of interpersonal relationships in management. Based on human sociality, they put forward the assumption of replacing the "economic man" with the concept of "social people." The development of system theory and the development of contingency theory led to the “strategic fever” and “systematic fever” of Western organizations in the 1970s, that is, the focus shifted from internal management to strategic management, emphasizing organizational structure and system coordination and adaptability. . In the early 1980s, with the rise of Japanese companies, people noticed the impact of cultural differences on business management, and then discovered the integration of social culture and organizational management - corporate culture, which is a certain stage of enterprise development, business leaders will The consensus reached on the business philosophy and basic assumptions in the enterprise startup stage? 诙 橹 橹 芾砉 芾砉 讨 讨 讨 讨 讨 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 End? Greek? (6) blame? 晌 桓鲎橹 蚱笠 蚱笠 蚱笠 芾砟 芾砟 芾砟 芾砟 芾砟 芾砟 芾砟 芾砟 剑 剑 晕 晕 晕 晕 芾砟 芾砟 芾砟 芾砟 芾砟 芾砟 晕 芾砟 芾砟 芾砟 芾砟 芾砟 芾砟 芾砟 芾砟 晕 晕 晕 晕 晕 晕?
The overall situation of the historical background of a foreign corporate culture study
In the late 1970s, Japan’s strong economic strength challenged the US and even Western European economies. Under this situation, people noticed the differences in Japanese and American business management models. It was found that rational management lacks flexibility and is not conducive to people’s Creativity and long-term coexistence with the company, and shaping a culture that is conducive to innovation and integration of value and psychological factors, is truly a potential but vital role for the company's long-term business performance and corporate development. In the early 1980s, William Dae’s "Z Theory", Tres Deere and Alan Gandy's "Corporate Culture" and Assos and Waterman's "Seeking Advantage" were published. The upsurge of corporate culture research. In the 1980s, corporate culture research focused on basic theories, such as the concept, elements, types of corporate culture, and the relationship between corporate culture and corporate management. Since the 1990s, there have been four trends in corporate culture research: first, in-depth study of the basic theories of corporate culture; second, research on corporate culture and corporate benefits and enterprise development; third, research on corporate culture measurement; Research on the diagnosis and evaluation of corporate culture. So far, there are more than 60 monographs on corporate culture. The papers are distributed in more than a dozen journals of management and psychology. The study of corporate culture has become management, organizational behavior and in the 1980s and 1990s. A hot spot in the study of industrial organizational psychology, the 1980s and 1990s was also known as the era of corporate culture of management.
The rise of foreign corporate culture research in the 1980s and 1980s
In 1981, William D., a Japanese-American professor at the University of California, published his monograph "Z Theory - How the American Business Community Meets the Challenge of Japan", which analyzes the relationship between business management and culture and proposes "Z The concept of "type culture" and "Z-type organization" believes that the control mechanism of enterprises is completely embraced by culture. In 1982, Tres Deere and Alan Kandy published the book "Corporate Culture," which states that outstanding and successful companies have strong corporate culture. They also propose elements of corporate culture in this book. There are five items: corporate environment; values; heroes; rituals; cultural networks. Among them, values are the core elements. The book also proposes an analysis method of corporate culture. It should use the method of management consulting, starting from the surface and gradually observing the company's unconscious behavior. In the same year, the famous American management expert Thomas Peters and Robert Waterman co-authored the "Experience of Advantages - The Experience of the Most Successful Companies in the United States", studied and summarized the management of three outstanding innovative companies, and found that these companies are Taking the company culture as the driving force, direction and control means, it has made amazing achievements, which is the power of corporate culture. The three books and Pascal Assos's "Management Art of Japan" are collectively referred to as the quartet of corporate culture research, which marks the rise of corporate culture research and publishes a "new understanding of corporate culture". In 1985, he published his monograph "Corporate Culture and Leadership". He systematically expounded the concept of corporate culture and believed that corporate culture was formed in the process of interaction among corporate members, which was recognized by most members and used. A set of value systems for new members of education. Professor Shain also put forward the basic theories about the development, function and change of corporate culture and the construction of corporate culture. He divided the corporate culture into three levels: the surface layer, which refers to the obvious quality and physical characteristics of the organization; Below the surface layer, mainly refers to values; the sudden layer, located at the innermost level, is the actual way the organization deals with the environment. Shain’s concept and theory of corporate culture was accepted by most researchers, and Edgar Shain became the authority of corporate culture research.
The Development of Foreign Corporate Culture Research in the 1930s and 1990s
In the 1990s, with the popularization of corporate culture, corporate organizations became more and more aware of the importance of standardized corporate culture to the development of corporate organizations, and on this basis, based on corporate culture to shape corporate image. Therefore, on the basis of theoretical discussions in the 1980s, corporate culture research has developed rapidly from theoretical research to applied research and quantitative research. Four trends have emerged: 1. In-depth discussion of theoretical research; 2. Research on corporate culture and business performance; 3. Research on corporate culture measurement; 4 . Research on corporate culture diagnosis and assessment.
1 In-depth study of corporate culture theory
In the 1990s, Western companies faced more intense competition and challenges. Therefore, the theoretical study of corporate culture evolved from the discussion of the concept and structure of corporate culture to the internal mechanism of the role of culture in the management process. Such as: corporate culture and organizational climate, corporate culture and human resource management, corporate culture and corporate environment, corporate culture and corporate innovation, among which are representative:
In 1990, Benjamin Snyder published his monograph “Organizational Climate and Culture”, which proposed a social culture, corporate culture, organizational climate and management process, employee attitudes, work behaviors and organizational benefits. The model of the relationship. In this model, corporate culture influences the management experience of human resources, affects the organizational atmosphere, and then affects employees' work attitudes, work behaviors and dedication to the organization, and ultimately affects the organization's production efficiency. Among them, human resource management also has a direct impact on organizational benefits.
In 1990, Hofstede and his colleagues published the second edition of Corporate Culture and Leadership, which featured four characteristics of the national work culture. In this edition, Shain increased the various stages of organizational development. Cultivate and shape the corporate culture, organize the main leaders how to apply the cultural rules to lead the organization to achieve organizational goals, complete the organizational mission, etc. He also studied the subculture in the organization. In 1999, Edgar Shain collaborated with Warri Bennis and Ilan Gandi to publish "New Corporate Culture." In this book, they believe that a stable corporate culture is very important. They are looking for business leaders to make A way for companies to remain competitive and to meet the needs of workers as human beings. They believe that the challenge for business managers and business leaders is to establish a harmonious enterprise operating mechanism, learn from the experience of famous innovative companies, motivate employees, improve business performance, and meet the challenges of the 21st century.
2 Research on corporate culture and business performance
1991, Kim S., School of Business Administration, University of Michigan Cameron and Sarah J. Freeman published "Culture Harmony, Strength and Types: Relationships and Benefits" published their monograph "Corporate Culture and Business Performance", in which Cotter summed up their 22 industries in the United States during 1987-1991 The in-depth study of the corporate culture and business conditions of 72 companies lists the impact of three types of corporate cultures: strong, strategic, and flexible, on the long-term business performance of the company, and the success and failure of some famous companies, indicating Corporate culture has an important impact on the long-term business performance of the company, and it is predicted that in the past ten years, corporate culture is likely to become a key factor in determining the rise and fall of the company and Daniel R. Denison's Corporate Culture and Organizational Benefits.
3 Measurement of corporate culture
In 1991, the fifth volume of corporate culture was published in the fifth volume of Organizational Change and Development of JAI Publishing Company in the UK. Among them, there were three papers on corporate culture measurement: Daniel R. of the School of Business Administration of the University of Michigan. Denison and Gretchen M. Spreitzer, “Corporate Culture and Organizational Development: A Method of Competitive Value”, introduces the competitive value framework and describes the four main cultural orientations defined under this framework, with the aim of exploring competitive value models for research enterprises. Cultural uses; Rayamond F. Zammuto of the Graduate School of Business at the University of Colorado and Washington. Jack Y. of the American College of Medical Sciences Krakower "Quantitative and Qualitative Research on Corporate Culture" They provide examples of mixed research using cluster analysis; Robert E., School of Business Administration, University of Michigan Quinn and Gretchen M.Spreitzer “Psychological Tests and Groups on the Competitive Value Culture Scale? Psychomentrics of The Competing Values Culture Instrument and an Analysis of the Impact of Organizational Culture on Quality of Life) shows the close relationship between different culture types and quality of life.
In 1997, Pierre DuBois & Associates Inc. published a corporate culture measurement and optimization scale that included models for organizational analysis and steps for corporate culture research. The model consists of seven aspects: the socio-economic environment. This monograph provides an effective measurement tool for diagnosing corporate culture and management capabilities, provides a theoretical framework for understanding corporate culture, and provides a way to change corporate culture and individual behavior. System strategy and method.
The monograph on corporate culture assessment has not yet been officially published, but in 1997, David E. Birren. Richard Seel, Cliffrh and other discussions on the Internet are very enthusiastic, mainly about the dimensions and methods of corporate culture assessment.
On July 18-21, 1999, the Corporate Culture Conference was held in Boston, USA. This was a meeting between corporate culture research experts and business executives. The main topics were: Terrence E. Deal's "Understanding the Types of Existing Culture: Determining Your Organization's Strengths and Defects." Jerry Greenfield de's "Increase Ben & Jerry's loyalty to employees and customers," Gary Bosak de's "Shaping and Maintaining Sears' Culture."
On July 3-7, 2000, Professor Edgar Shain held a one-week lecture at the Cape Cod 2000 Forum in the United States on the theme of "Process Consulting, Dialogue and Corporate Culture."
From the discovery of foreign corporate culture phenomena to the rapid development of corporate culture research for 20 years, they are taking a combination of theoretical research and applied research, qualitative research and quantitative research. In the mid-1980s, after discussing the concept and structure of corporate culture, it immediately transferred to the internal mechanism that played a role in corporate culture, as well as corporate culture and corporate leadership, organizational climate, human resources, corporate environment, corporate strategy and other enterprises. The study of the relationship between management processes, and then the quantitative tracking of the relationship between corporate culture and business performance. Quantitative research is based on the research of corporate culture theory, and proposes models for corporate culture measurement, diagnosis and evaluation, and then develops a series of scales to conduct an operational and quantitative research on corporate culture.
Compared with the rapid development of foreign corporate culture research, China's corporate culture research is very weak, which is reflected in: First, China's corporate culture research is still in a shallow stage, although there are some research on corporate culture, but there are also some research on corporate culture, but Most of them are based on the introduction and discussion of the significance of corporate culture and the dialectical relationship between corporate culture and social culture, and enterprise innovation. There are very few empirical studies and normative empirical studies based on theoretical basis. Second, Chinese corporate culture The research lags behind the practice of Chinese corporate culture development. Many enterprises are mainly exploring the internal culture of the enterprise. Although there are experts and scholars involved, the internal logic of the development of the enterprise culture, the positioning of the corporate culture, and the corporate culture The problems such as change lack long-term and in-depth research. Therefore, corporate culture practice lacks the guidance of real scientific theory, lacks individuality, and it is also difficult to generate cultural impetus for the long-term development of enterprises. Therefore, we should learn from foreign corporate culture research, strengthen the study of Chinese corporate culture, and promote the development of Chinese corporate culture.
According to the understanding of foreign corporate culture research and the analysis of the status quo of domestic corporate culture construction, the study of Chinese corporate culture in the 21st century should adhere to the principle of combining theoretical research with applied research, qualitative research and quantitative research, with a primary focus. In the following three aspects: First, in the context of Chinese culture, explore the basic theories of Chinese corporate culture, study the relationship between corporate culture and traditional Chinese culture and modern social culture, corporate culture and corporate management, corporate environment, corporate development and corporate innovation The relationship, etc.; Second, strengthen the application of corporate culture, empirical research on the measurement, diagnosis, evaluation and consultation of corporate culture; Third, plus? The tracking of corporate culture, the shaping of corporate culture is not a one-time work, it It is necessary to make timely adjustments and changes with the development and changes of enterprises in order to have a profound impact on the long-term development of enterprises. Therefore, the value of tracking corporate culture cannot be underestimated.
In short, foreign research on corporate culture is a research field that has developed with the development of social economy and people's exploration of management practice. The theoretical significance of corporate culture research is that it develops traditional management theory. Paying enough attention to the social and cultural factors and human factors in the management process is consistent with the direction of the modernization of Western society. Its practical significance is to provide operational and quantitative analysis of enterprise development and long-term business performance. Theoretical framework.
references:
Wu Jianglin, Psychology Proceedings, Guangdong People's Publishing House, 1991 P 208
Xu Liancang, "Organizational Behavior", Central Radio and Television University, 1993, P 14-18
From the end of the 19th century to the beginning of this century, the industrialization of the West developed to the stage of the production of large machines and production lines. The main concern of business operators is the productivity and input-output ratio. Under this condition, Taylor’s science The management model and Weber's “strategy system” application led to a series of rational management practices, but they are all based on the assumption of “rational economic man”, which believes that people's behavioral motives are to satisfy their own self-interest, work. It is to get the financial reward. The theory of scientific management has had a profound impact on the industrialization process at the time. From the 1920s to the 1930s, the “Hawthorne Experiment” made people notice the influence of interpersonal relationships and informal groups in the organization on organizational benefits, and began to pay attention to the social needs of people including self-realization. This led to the emergence of a series of incentive theories. These theories emphasize the importance of interpersonal relationships in management. Based on human sociality, they put forward the assumption of replacing the "economic man" with the concept of "social people." The development of system theory and the development of contingency theory led to the “strategic fever” and “systematic fever” of Western organizations in the 1970s, that is, the focus shifted from internal management to strategic management, emphasizing organizational structure and system coordination and adaptability. . In the early 1980s, with the rise of Japanese companies, people noticed the impact of cultural differences on business management, and then discovered the integration of social culture and organizational management - corporate culture, which is a certain stage of enterprise development, business leaders will The consensus reached on the business philosophy and basic assumptions in the enterprise startup stage? 诙 橹 橹 芾砉 芾砉 讨 讨 讨 讨 讨 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 End? Greek? (6) blame? 晌 桓鲎橹 蚱笠 蚱笠 蚱笠 芾砟 芾砟 芾砟 芾砟 芾砟 芾砟 芾砟 芾砟 剑 剑 晕 晕 晕 晕 芾砟 芾砟 芾砟 芾砟 芾砟 芾砟 晕 芾砟 芾砟 芾砟 芾砟 芾砟 芾砟 芾砟 芾砟 晕 晕 晕 晕 晕 晕?
The overall situation of the historical background of a foreign corporate culture study
In the late 1970s, Japan’s strong economic strength challenged the US and even Western European economies. Under this situation, people noticed the differences in Japanese and American business management models. It was found that rational management lacks flexibility and is not conducive to people’s Creativity and long-term coexistence with the company, and shaping a culture that is conducive to innovation and integration of value and psychological factors, is truly a potential but vital role for the company's long-term business performance and corporate development. In the early 1980s, William Dae’s "Z Theory", Tres Deere and Alan Gandy's "Corporate Culture" and Assos and Waterman's "Seeking Advantage" were published. The upsurge of corporate culture research. In the 1980s, corporate culture research focused on basic theories, such as the concept, elements, types of corporate culture, and the relationship between corporate culture and corporate management. Since the 1990s, there have been four trends in corporate culture research: first, in-depth study of the basic theories of corporate culture; second, research on corporate culture and corporate benefits and enterprise development; third, research on corporate culture measurement; Research on the diagnosis and evaluation of corporate culture. So far, there are more than 60 monographs on corporate culture. The papers are distributed in more than a dozen journals of management and psychology. The study of corporate culture has become management, organizational behavior and in the 1980s and 1990s. A hot spot in the study of industrial organizational psychology, the 1980s and 1990s was also known as the era of corporate culture of management.
The rise of foreign corporate culture research in the 1980s and 1980s
In 1981, William D., a Japanese-American professor at the University of California, published his monograph "Z Theory - How the American Business Community Meets the Challenge of Japan", which analyzes the relationship between business management and culture and proposes "Z The concept of "type culture" and "Z-type organization" believes that the control mechanism of enterprises is completely embraced by culture. In 1982, Tres Deere and Alan Kandy published the book "Corporate Culture," which states that outstanding and successful companies have strong corporate culture. They also propose elements of corporate culture in this book. There are five items: corporate environment; values; heroes; rituals; cultural networks. Among them, values are the core elements. The book also proposes an analysis method of corporate culture. It should use the method of management consulting, starting from the surface and gradually observing the company's unconscious behavior. In the same year, the famous American management expert Thomas Peters and Robert Waterman co-authored the "Experience of Advantages - The Experience of the Most Successful Companies in the United States", studied and summarized the management of three outstanding innovative companies, and found that these companies are Taking the company culture as the driving force, direction and control means, it has made amazing achievements, which is the power of corporate culture. The three books and Pascal Assos's "Management Art of Japan" are collectively referred to as the quartet of corporate culture research, which marks the rise of corporate culture research and publishes a "new understanding of corporate culture". In 1985, he published his monograph "Corporate Culture and Leadership". He systematically expounded the concept of corporate culture and believed that corporate culture was formed in the process of interaction among corporate members, which was recognized by most members and used. A set of value systems for new members of education. Professor Shain also put forward the basic theories about the development, function and change of corporate culture and the construction of corporate culture. He divided the corporate culture into three levels: the surface layer, which refers to the obvious quality and physical characteristics of the organization; Below the surface layer, mainly refers to values; the sudden layer, located at the innermost level, is the actual way the organization deals with the environment. Shain’s concept and theory of corporate culture was accepted by most researchers, and Edgar Shain became the authority of corporate culture research.
The Development of Foreign Corporate Culture Research in the 1930s and 1990s
In the 1990s, with the popularization of corporate culture, corporate organizations became more and more aware of the importance of standardized corporate culture to the development of corporate organizations, and on this basis, based on corporate culture to shape corporate image. Therefore, on the basis of theoretical discussions in the 1980s, corporate culture research has developed rapidly from theoretical research to applied research and quantitative research. Four trends have emerged: 1. In-depth discussion of theoretical research; 2. Research on corporate culture and business performance; 3. Research on corporate culture measurement; 4 . Research on corporate culture diagnosis and assessment.
1 In-depth study of corporate culture theory
In the 1990s, Western companies faced more intense competition and challenges. Therefore, the theoretical study of corporate culture evolved from the discussion of the concept and structure of corporate culture to the internal mechanism of the role of culture in the management process. Such as: corporate culture and organizational climate, corporate culture and human resource management, corporate culture and corporate environment, corporate culture and corporate innovation, among which are representative:
In 1990, Benjamin Snyder published his monograph “Organizational Climate and Culture”, which proposed a social culture, corporate culture, organizational climate and management process, employee attitudes, work behaviors and organizational benefits. The model of the relationship. In this model, corporate culture influences the management experience of human resources, affects the organizational atmosphere, and then affects employees' work attitudes, work behaviors and dedication to the organization, and ultimately affects the organization's production efficiency. Among them, human resource management also has a direct impact on organizational benefits.
In 1990, Hofstede and his colleagues published the second edition of Corporate Culture and Leadership, which featured four characteristics of the national work culture. In this edition, Shain increased the various stages of organizational development. Cultivate and shape the corporate culture, organize the main leaders how to apply the cultural rules to lead the organization to achieve organizational goals, complete the organizational mission, etc. He also studied the subculture in the organization. In 1999, Edgar Shain collaborated with Warri Bennis and Ilan Gandi to publish "New Corporate Culture." In this book, they believe that a stable corporate culture is very important. They are looking for business leaders to make A way for companies to remain competitive and to meet the needs of workers as human beings. They believe that the challenge for business managers and business leaders is to establish a harmonious enterprise operating mechanism, learn from the experience of famous innovative companies, motivate employees, improve business performance, and meet the challenges of the 21st century.
2 Research on corporate culture and business performance
1991, Kim S., School of Business Administration, University of Michigan Cameron and Sarah J. Freeman published "Culture Harmony, Strength and Types: Relationships and Benefits" published their monograph "Corporate Culture and Business Performance", in which Cotter summed up their 22 industries in the United States during 1987-1991 The in-depth study of the corporate culture and business conditions of 72 companies lists the impact of three types of corporate cultures: strong, strategic, and flexible, on the long-term business performance of the company, and the success and failure of some famous companies, indicating Corporate culture has an important impact on the long-term business performance of the company, and it is predicted that in the past ten years, corporate culture is likely to become a key factor in determining the rise and fall of the company and Daniel R. Denison's Corporate Culture and Organizational Benefits.
3 Measurement of corporate culture
In 1991, the fifth volume of corporate culture was published in the fifth volume of Organizational Change and Development of JAI Publishing Company in the UK. Among them, there were three papers on corporate culture measurement: Daniel R. of the School of Business Administration of the University of Michigan. Denison and Gretchen M. Spreitzer, “Corporate Culture and Organizational Development: A Method of Competitive Value”, introduces the competitive value framework and describes the four main cultural orientations defined under this framework, with the aim of exploring competitive value models for research enterprises. Cultural uses; Rayamond F. Zammuto of the Graduate School of Business at the University of Colorado and Washington. Jack Y. of the American College of Medical Sciences Krakower "Quantitative and Qualitative Research on Corporate Culture" They provide examples of mixed research using cluster analysis; Robert E., School of Business Administration, University of Michigan Quinn and Gretchen M.Spreitzer “Psychological Tests and Groups on the Competitive Value Culture Scale? Psychomentrics of The Competing Values Culture Instrument and an Analysis of the Impact of Organizational Culture on Quality of Life) shows the close relationship between different culture types and quality of life.
In 1997, Pierre DuBois & Associates Inc. published a corporate culture measurement and optimization scale that included models for organizational analysis and steps for corporate culture research. The model consists of seven aspects: the socio-economic environment. This monograph provides an effective measurement tool for diagnosing corporate culture and management capabilities, provides a theoretical framework for understanding corporate culture, and provides a way to change corporate culture and individual behavior. System strategy and method.
The monograph on corporate culture assessment has not yet been officially published, but in 1997, David E. Birren. Richard Seel, Cliffrh and other discussions on the Internet are very enthusiastic, mainly about the dimensions and methods of corporate culture assessment.
On July 18-21, 1999, the Corporate Culture Conference was held in Boston, USA. This was a meeting between corporate culture research experts and business executives. The main topics were: Terrence E. Deal's "Understanding the Types of Existing Culture: Determining Your Organization's Strengths and Defects." Jerry Greenfield de's "Increase Ben & Jerry's loyalty to employees and customers," Gary Bosak de's "Shaping and Maintaining Sears' Culture."
On July 3-7, 2000, Professor Edgar Shain held a one-week lecture at the Cape Cod 2000 Forum in the United States on the theme of "Process Consulting, Dialogue and Corporate Culture."
From the discovery of foreign corporate culture phenomena to the rapid development of corporate culture research for 20 years, they are taking a combination of theoretical research and applied research, qualitative research and quantitative research. In the mid-1980s, after discussing the concept and structure of corporate culture, it immediately transferred to the internal mechanism that played a role in corporate culture, as well as corporate culture and corporate leadership, organizational climate, human resources, corporate environment, corporate strategy and other enterprises. The study of the relationship between management processes, and then the quantitative tracking of the relationship between corporate culture and business performance. Quantitative research is based on the research of corporate culture theory, and proposes models for corporate culture measurement, diagnosis and evaluation, and then develops a series of scales to conduct an operational and quantitative research on corporate culture.
Compared with the rapid development of foreign corporate culture research, China's corporate culture research is very weak, which is reflected in: First, China's corporate culture research is still in a shallow stage, although there are some research on corporate culture, but there are also some research on corporate culture, but Most of them are based on the introduction and discussion of the significance of corporate culture and the dialectical relationship between corporate culture and social culture, and enterprise innovation. There are very few empirical studies and normative empirical studies based on theoretical basis. Second, Chinese corporate culture The research lags behind the practice of Chinese corporate culture development. Many enterprises are mainly exploring the internal culture of the enterprise. Although there are experts and scholars involved, the internal logic of the development of the enterprise culture, the positioning of the corporate culture, and the corporate culture The problems such as change lack long-term and in-depth research. Therefore, corporate culture practice lacks the guidance of real scientific theory, lacks individuality, and it is also difficult to generate cultural impetus for the long-term development of enterprises. Therefore, we should learn from foreign corporate culture research, strengthen the study of Chinese corporate culture, and promote the development of Chinese corporate culture.
According to the understanding of foreign corporate culture research and the analysis of the status quo of domestic corporate culture construction, the study of Chinese corporate culture in the 21st century should adhere to the principle of combining theoretical research with applied research, qualitative research and quantitative research, with a primary focus. In the following three aspects: First, in the context of Chinese culture, explore the basic theories of Chinese corporate culture, study the relationship between corporate culture and traditional Chinese culture and modern social culture, corporate culture and corporate management, corporate environment, corporate development and corporate innovation The relationship, etc.; Second, strengthen the application of corporate culture, empirical research on the measurement, diagnosis, evaluation and consultation of corporate culture; Third, plus? The tracking of corporate culture, the shaping of corporate culture is not a one-time work, it It is necessary to make timely adjustments and changes with the development and changes of enterprises in order to have a profound impact on the long-term development of enterprises. Therefore, the value of tracking corporate culture cannot be underestimated.
In short, foreign research on corporate culture is a research field that has developed with the development of social economy and people's exploration of management practice. The theoretical significance of corporate culture research is that it develops traditional management theory. Paying enough attention to the social and cultural factors and human factors in the management process is consistent with the direction of the modernization of Western society. Its practical significance is to provide operational and quantitative analysis of enterprise development and long-term business performance. Theoretical framework.
references:
Wu Jianglin, Psychology Proceedings, Guangdong People's Publishing House, 1991 P 208
Xu Liancang, "Organizational Behavior", Central Radio and Television University, 1993, P 14-18
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