1、東北大學(xué)東軟信息學(xué)院外文資料和譯文格式要求一、譯文必須采用計(jì)算機(jī)輸入、打印，幅面A4。外文資料原文（復(fù)印或打?。┰谇?，譯文在后，于左側(cè)裝訂。二、具體要求1、至少翻譯一篇內(nèi)容與所選課題相關(guān)的外文文獻(xiàn)。2、譯文漢字字?jǐn)?shù)不少于4000字。3、正文格式要求：宋體五號(hào)字。附：外文資料和譯文封面、空白頁(yè)東北大學(xué)東軟信息學(xué)院外文資料和譯文專 業(yè)：班 級(jí)：姓 名：學(xué) 號(hào)：指導(dǎo)教師： 年 月 日電子商務(wù)時(shí)代企業(yè)文化的再造隨著網(wǎng)絡(luò)時(shí)代電子商務(wù)大規(guī)模發(fā)展，電子商務(wù)企業(yè)文化隨之產(chǎn)生，它在一個(gè)企業(yè)在產(chǎn)生的一種新的價(jià)值觀，使企業(yè)內(nèi)部資源得到從新整合，在為企業(yè)帶來(lái)降低交易成本，提高效率，縮短生產(chǎn)周期等諸多好處的同時(shí)，也對(duì)已

2、有的企業(yè)文化發(fā)起了挑戰(zhàn)。電子商務(wù)的興起是一場(chǎng)由技術(shù)手段飛速發(fā)展而引發(fā)的商業(yè)運(yùn)作模式的變革，傳統(tǒng)經(jīng)濟(jì)活動(dòng)的生存基礎(chǔ)、運(yùn)作方式和管理機(jī)制均發(fā)生了徹底改變，傳統(tǒng)的企業(yè)文化也面臨著巨大的沖擊。一、企業(yè)文化對(duì)企業(yè)價(jià)值的貢獻(xiàn)文化現(xiàn)象是一個(gè)國(guó)家和民族文明的主要見(jiàn)證。廣義的文化，包括知識(shí)、信仰、藝術(shù)、道德、法律、習(xí)俗和任何人作為一名社會(huì)成員而獲得的能力和習(xí)慣在內(nèi)的復(fù)雜整體。作為“亞文化”的企業(yè)文化，對(duì)企業(yè)的生存與發(fā)展亦起著舉足輕重的作用。企業(yè)文化是商品經(jīng)濟(jì)和市場(chǎng)經(jīng)濟(jì)的產(chǎn)物，符合市場(chǎng)經(jīng)濟(jì)的客觀規(guī)律，體現(xiàn)企業(yè)的競(jìng)爭(zhēng)實(shí)務(wù)、競(jìng)爭(zhēng)精神和整體形象。所謂企業(yè)文化就是企業(yè)的經(jīng)營(yíng)管理哲學(xué)，企業(yè)面對(duì)所處的社會(huì)和商業(yè)環(huán)境，在長(zhǎng)期的

3、生產(chǎn)經(jīng)營(yíng)活動(dòng)中，形成全體員工所接受和認(rèn)同信守的、為爭(zhēng)取事業(yè)成功的一套非正式規(guī)則。它表明企業(yè)奉行何種管理哲學(xué)，以及企業(yè)通過(guò)管理要達(dá)到一個(gè)什么樣的目標(biāo)。是經(jīng)濟(jì)管理的重要內(nèi)容之一。企業(yè)文化意味著一個(gè)公司的價(jià)值觀，而這些價(jià)值觀成為公司員工活動(dòng)和行為的規(guī)范。企業(yè)文化的本源問(wèn)題是如何增加企業(yè)利潤(rùn)，降低企業(yè)的成本和費(fèi)用。它的要義就是怎么使企業(yè)能夠有效的整合資源，以達(dá)到對(duì)外部的適應(yīng)性，使公司在競(jìng)爭(zhēng)中生存，進(jìn)而實(shí)現(xiàn)持續(xù)發(fā)展。企業(yè)文化建設(shè)為企業(yè)開(kāi)展文化管理指出一個(gè)明確的方向。企業(yè)文化建設(shè)的根本目的是建設(shè)能夠?qū)ν飧?jìng)爭(zhēng)環(huán)境具有高度適應(yīng)性，并能根據(jù)環(huán)境變換做出迅速反應(yīng)的行為方式能力，這種能力其實(shí)就是企業(yè)所擁有的根據(jù)外部

4、競(jìng)爭(zhēng)的環(huán)境需要而對(duì)內(nèi)部資源進(jìn)行整合運(yùn)用的能力。企業(yè)文化建設(shè)應(yīng)促進(jìn)這一能力系統(tǒng)的形成，并維持好這一能力系統(tǒng)。中國(guó)的許多企業(yè)例如海爾、聯(lián)想等企業(yè)成功的秘訣之一就是發(fā)展了一整套公司理念、經(jīng)營(yíng)哲學(xué)，形成了自己獨(dú)特的企業(yè)文化。1、企業(yè)文化體現(xiàn)企業(yè)的形象和精神。樹(shù)立良好的企業(yè)形象，需要企業(yè)文化的支撐。現(xiàn)代企業(yè)，從領(lǐng)導(dǎo)水平到員工素質(zhì)，從產(chǎn)品質(zhì)量到管理設(shè)施，從環(huán)境建設(shè)到產(chǎn)品開(kāi)發(fā)，無(wú)不滲透文化的因素，無(wú)不體現(xiàn)企業(yè)形象。企業(yè)的良好形象（即“商譽(yù)”）本身就是一筆無(wú)形的財(cái)富和資產(chǎn)，以展示“名牌效應(yīng)”贏得社會(huì)與公眾支持，符合現(xiàn)代公共關(guān)系和市場(chǎng)營(yíng)銷理論。從現(xiàn)代管理理論看，企業(yè)精神反映企業(yè)群體的理想目標(biāo)，顯示企業(yè)的發(fā)展方向

5、和經(jīng)營(yíng)宗旨，代表企業(yè)的未來(lái)和前景，使企業(yè)的每個(gè)成員都能夠自覺(jué)自愿地為組織目的實(shí)現(xiàn)做出貢獻(xiàn)，從深層推動(dòng)企業(yè)在激烈的競(jìng)爭(zhēng)中技?jí)骸叭悍肌薄?、企業(yè)文化作為新的管理理論，在企業(yè)建設(shè)中發(fā)揮著極其重用的作用。其一，有利于營(yíng)造靈活協(xié)調(diào)的企業(yè)營(yíng)運(yùn)環(huán)境，企業(yè)作為社會(huì)大系統(tǒng)中的一個(gè)子系統(tǒng)，不斷與周圍環(huán)境進(jìn)行物質(zhì)、能量與信息的交換、社會(huì)環(huán)境相對(duì)與企業(yè)而言更具有客觀性，企業(yè)適應(yīng)環(huán)境變化的需要，研究環(huán)境變化的規(guī)律和要求，明確與經(jīng)濟(jì)發(fā)展趨勢(shì)相適應(yīng)的社會(huì)需求及潛在需求，完善企業(yè)的各種薄弱環(huán)節(jié)，調(diào)整企業(yè)戰(zhàn)略，塑造全新的企業(yè)文化，在與環(huán)境的相互影響中達(dá)到動(dòng)態(tài)平衡，為企業(yè)營(yíng)造良性循環(huán)的市場(chǎng)環(huán)境，促使改制以后的股份制企業(yè)進(jìn)入良性運(yùn)

6、作狀態(tài)。其二，有利于形成企業(yè)整體運(yùn)行的價(jià)值觀。企業(yè)文化作為企業(yè)發(fā)展的深層動(dòng)因，價(jià)值觀是企業(yè)文化的核心，是一個(gè)組織和企業(yè)的基本概念和信念。對(duì)企業(yè)來(lái)說(shuō)，其核心任務(wù)是如何在競(jìng)爭(zhēng)激烈的市場(chǎng)上謀求生存，為消費(fèi)者提供適用的產(chǎn)品和服務(wù)。企業(yè)對(duì)核心任務(wù)的認(rèn)同并不自動(dòng)保證企業(yè)成員具有共同目標(biāo)。價(jià)值觀的確立，為企業(yè)極其員工的行為準(zhǔn)則界定了成功和追求的目標(biāo)。其三，有利于提高企業(yè)的整體素質(zhì)，培養(yǎng)合作意識(shí)。企業(yè)文化的構(gòu)成，包括思想文化、技術(shù)文化、管理文化、品質(zhì)文化和娛樂(lè)文化，這些文化的整合與相互作用，一方面促進(jìn)整個(gè)員工素質(zhì)的提高，另一方面由于共同文化的熏陶，形成共同的意識(shí)和行為導(dǎo)向，保持和維護(hù)了團(tuán)結(jié)、協(xié)作、融洽的員工關(guān)

7、系，客觀上加強(qiáng)了團(tuán)結(jié)奮斗、共同創(chuàng)業(yè)、整體發(fā)展的效能。3、企業(yè)文化是企業(yè)的一種內(nèi)涵。有別于周圍環(huán)境的企業(yè)自成系統(tǒng)，其內(nèi)部各種機(jī)制的協(xié)調(diào)運(yùn)行離不開(kāi)企業(yè)文化。一方面，企業(yè)文化直接影響到員工的行為準(zhǔn)則、職業(yè)道德與夾子指向，培育和發(fā)展企業(yè)文化，能夠提高企業(yè)的凝聚力和向心力，增加企業(yè)員工的滿足感、認(rèn)同感和歸屬感。另一方面，企業(yè)文化對(duì)企業(yè)的重大決策、公司的長(zhǎng)遠(yuǎn)目標(biāo)、策略以至規(guī)章制度的執(zhí)行都有不可低估的影響。二、企業(yè)文化塑造與變革的必要性 進(jìn)入21世紀(jì)，中國(guó)企業(yè)的企業(yè)文化建設(shè)遇到了多重挑戰(zhàn)：知識(shí)經(jīng)濟(jì)的到來(lái)，為企業(yè)文化提出了如何提升知識(shí)價(jià)值，如何面對(duì)知識(shí)員工的新課題；市場(chǎng)化改革的深入，使得在計(jì)劃經(jīng)濟(jì)時(shí)代形成的企

8、業(yè)文化老方法、老套路屢屢失靈；而網(wǎng)絡(luò)技術(shù)的興起，又為催生新的企業(yè)文化提供了利器。一句話：機(jī)制變了、時(shí)代變了、技術(shù)變了，于是許多企業(yè)都面臨著重塑企業(yè)文化的問(wèn)題。郭士納在拯救藍(lán)色巨人時(shí)，首先是明確地改變了IBM企業(yè)文化的基本價(jià)值觀，創(chuàng)立了IBM的新文化，這就是“力爭(zhēng)取勝（Win）”“快速執(zhí)行（Execute）”和“團(tuán)隊(duì)精神（Team）”。郭士納說(shuō)“作為IBM的領(lǐng)導(dǎo)人，你當(dāng)然需要領(lǐng)導(dǎo)的規(guī)劃和具體的項(xiàng)目。但是你的職責(zé)還包括帶領(lǐng)員工、建立工作團(tuán)隊(duì)、并創(chuàng)立高績(jī)效的企業(yè)文化?！盙E前CEO韋爾奇也認(rèn)為：“我們的活力曲線之所以能有效發(fā)揮作用，是因?yàn)槲覀兓耸甑臅r(shí)間在我們企業(yè)里建立起一種績(jī)效文化。” 從我國(guó)企

9、業(yè)文化的發(fā)展現(xiàn)狀來(lái)看，只能說(shuō)尚處于較底層次，“企業(yè)文化戰(zhàn)略”沒(méi)有得到應(yīng)有的重視，企業(yè)文化的培養(yǎng)缺乏系統(tǒng)理論的指導(dǎo)，企業(yè)文化大多是傳統(tǒng)文化在企業(yè)中的縮影這樣的企業(yè)通?；盍Σ粔?，死氣沉沉，缺乏優(yōu)患意識(shí)，嚴(yán)重者可能離心現(xiàn)象嚴(yán)重。從總體上看我國(guó)企業(yè)文化存在較多缺陷與錯(cuò)誤現(xiàn)象，我國(guó)企業(yè)文化常見(jiàn)錯(cuò)誤有：1、文化愚民現(xiàn)象。此類現(xiàn)象常見(jiàn)于那些領(lǐng)導(dǎo)人專權(quán)或者經(jīng)營(yíng)出現(xiàn)問(wèn)題的企業(yè)。表現(xiàn)為領(lǐng)導(dǎo)人極端強(qiáng)調(diào)某種文化價(jià)值觀念，推廣教育手段過(guò)激。它產(chǎn)生的原因多數(shù)是因?yàn)轭I(lǐng)導(dǎo)人希望在企業(yè)內(nèi)部實(shí)現(xiàn)。2、無(wú)文化現(xiàn)象。通常表現(xiàn)為企業(yè)有十分系統(tǒng)和嚴(yán)明的各種規(guī)章制度。這些制度規(guī)定了員工必須怎樣做和不能怎樣做，但沒(méi)有明確的文化理念和價(jià)值倡導(dǎo)

10、，疏于對(duì)員工的教育與培訓(xùn)。此類現(xiàn)象多產(chǎn)生于工業(yè)制造企業(yè)，產(chǎn)生的原因多數(shù)是因?yàn)轭I(lǐng)導(dǎo)人本身素質(zhì)不高，或?qū)ζ髽I(yè)文化缺乏認(rèn)識(shí)。個(gè)人崇拜或者希望掩蓋某種事實(shí)真相。該類企業(yè)通常易產(chǎn)生盲目崇拜或者對(duì)領(lǐng)導(dǎo)人的噤若寒蟬的情況。 3、文化理想現(xiàn)象。它常見(jiàn)于那些有年輕人作為創(chuàng)業(yè)主體力量的新興企業(yè)。表現(xiàn)癥狀為這些企業(yè)會(huì)提出一些不切實(shí)際的遠(yuǎn)大抱負(fù)和文化理想，其倡導(dǎo)的理念中會(huì)有種超出企業(yè)范圍、改造世界的使命感?！按蠖铡钡目谔?hào)使人們可望而不可及；宏偉、統(tǒng)一的崇高目標(biāo)往往缺乏實(shí)實(shí)在在的客觀基礎(chǔ)。此類現(xiàn)象產(chǎn)生的原因多數(shù)是因?yàn)轭I(lǐng)導(dǎo)人具有過(guò)于遠(yuǎn)大的人生理想和缺乏籩的工作精神。該類企業(yè)員工表現(xiàn)多數(shù)都激昂澎湃，但可能忽略了眼前的險(xiǎn)惡

11、形勢(shì)和今天該干什么。 另外，許多企業(yè)的企業(yè)文化抑制了人的個(gè)性，在企業(yè)中只重視人的“集體性”，抹殺了人的想象力和創(chuàng)造力，小生產(chǎn)觀念下產(chǎn)生的“集體主義”，難以形成企業(yè)的內(nèi)聚力?，F(xiàn)在的競(jìng)爭(zhēng)異常激烈，優(yōu)勝劣汰成為游戲的新規(guī)則，我國(guó)企業(yè)的企業(yè)文化建設(shè)較美國(guó)、日本已落后許多，現(xiàn)在如不急起直追，在競(jìng)爭(zhēng)中失敗將在所難免。所以，全新的企業(yè)文化的塑造與變革工程是我國(guó)企業(yè)的一項(xiàng)時(shí)不我待的新課題。三、電子商務(wù)時(shí)代我國(guó)企業(yè)文化塑造與變革的思路 1、 分析內(nèi)外因素，提煉速度文化和創(chuàng)新文化在電子商務(wù)時(shí)代一個(gè)企業(yè)選擇什么樣的核心價(jià)值觀是創(chuàng)造企業(yè)文化的首要問(wèn)題。信息經(jīng)濟(jì)就是“速度經(jīng)濟(jì)”，速度已經(jīng)成為企業(yè)一個(gè)提高競(jìng)爭(zhēng)力的工具。因

12、特網(wǎng)的出現(xiàn)，使得世界的變化越來(lái)越快，可謂一日千里。因而基于因特網(wǎng)的電子商務(wù)可以迅速地了解市場(chǎng)信息，快捷地收集客戶需求，廣泛地進(jìn)行產(chǎn)品宣傳，即時(shí)地完成網(wǎng)上交易結(jié)算，眾多的商務(wù)活動(dòng)都可以瞬間完成，企業(yè)的生產(chǎn)效率得到了極大的提高。一句話，信息技術(shù)和網(wǎng)絡(luò)技術(shù)的廣泛應(yīng)用使得電子商務(wù)企業(yè)進(jìn)入市場(chǎng)的門檻得以大大降低?，F(xiàn)在全世界都在講創(chuàng)新，因?yàn)樵诮裉斓慕?jīng)濟(jì)環(huán)境里，唯一不變的規(guī)律就是一切都在變。對(duì)此，任何組織和企業(yè)如果不時(shí)時(shí)變革和創(chuàng)新，就不可能維持自己的競(jìng)爭(zhēng)優(yōu)勢(shì)。“不創(chuàng)新，就死亡”，創(chuàng)新已成為一個(gè)企業(yè)存在和發(fā)展的重要基礎(chǔ)，只有通過(guò)自身創(chuàng)新的確定性才能來(lái)對(duì)付快速變化的不確定性。在信息化背景下，創(chuàng)新的作用得到了空前

13、強(qiáng)化，并升華成一種社會(huì)主題。在電子商務(wù)時(shí)代，創(chuàng)新逐漸成為企業(yè)的生命力源泉，傳統(tǒng)的生產(chǎn)規(guī)模、成本優(yōu)勢(shì)等因素不再?zèng)Q定未來(lái)，企業(yè)唯有通過(guò)持續(xù)不斷的創(chuàng)新才能生存發(fā)展。抱殘守缺，固步自封，是根本無(wú)法在激烈的市場(chǎng)競(jìng)爭(zhēng)中立足的，企業(yè)要想在未來(lái)的全球化競(jìng)爭(zhēng)中擁有一席之地，就必須突破傳統(tǒng)的思想禁錮和思維定式，大膽創(chuàng)新，牢牢把握瞬息萬(wàn)變的商機(jī)。2、更新觀念，塑造員工行為。企業(yè)員工行為的塑造是企業(yè)文化建設(shè)的重要組成部分。對(duì)于那些在電子商務(wù)方面獨(dú)領(lǐng)風(fēng)騷的企業(yè)而言，最短缺的既不是原材料，也不是資金；既不是技術(shù)，也不是新興市場(chǎng)，而是人才的匱乏。這些人才可以為瞬息而至的未來(lái)插上想象的翅膀。美國(guó)麥肯錫公司總裁埃德邁克爾斯說(shuō)：

14、“籌集資金并不難，精明的經(jīng)營(yíng)策略也可以模仿。技術(shù)的半衰期一直在縮短。對(duì)當(dāng)今的許多公司而言，人才是贏得競(jìng)爭(zhēng)優(yōu)勢(shì)的首要因素”。如今管理人員意識(shí)到，在當(dāng)今經(jīng)濟(jì)全球化、電子商務(wù)化和以網(wǎng)絡(luò)速度運(yùn)行的全球市場(chǎng)上，由擁有自主權(quán)的人才組建的精干企業(yè)對(duì)快速?zèng)Q斷具有關(guān)鍵意義。電子商務(wù)企業(yè)有賴于員工的聰明才智和主動(dòng)性來(lái)作出更貼近消費(fèi)者、對(duì)市場(chǎng)反應(yīng)更快的決定。 電子商務(wù)，重在服務(wù)，電子不過(guò)是手段。電子商務(wù)也可以說(shuō)是電子服務(wù)，使Internet能夠?yàn)槿祟惙?wù)，服務(wù)的核心不是技術(shù)，而是企業(yè)的文化、員工的素質(zhì)；Internet經(jīng)濟(jì)是服務(wù)經(jīng)濟(jì)，而不是技術(shù)經(jīng)濟(jì)、網(wǎng)絡(luò)消費(fèi)者交易的平臺(tái)，也不是商品陳列的環(huán)境；廠商不是單純的供應(yīng)商或

15、銷售商，而是服務(wù)供應(yīng)商，誰(shuí)比誰(shuí)服務(wù)得更好，誰(shuí)賺到的錢就更多。在全新的電子商務(wù)環(huán)境中，最成功的企業(yè)給予新員工在過(guò)去只有顧客才能享受的尊重：它們通過(guò)創(chuàng)造人人平等的精英管理體制，滿足員工們對(duì)從事有意義工作和創(chuàng)造財(cái)富的愿望。它們慷慨地回報(bào)員工們的良好表現(xiàn)，不只是支付現(xiàn)金，而且也讓他們擁有企業(yè)所有權(quán)，3、領(lǐng)導(dǎo)者身體力行，信守價(jià)值觀念在電子商務(wù)企業(yè)的決策行為中，創(chuàng)新性是十分重要的。首先，企業(yè)組織結(jié)構(gòu)要由原來(lái)的金字塔式、自上而下、遞階控制的組織結(jié)構(gòu)向新型的網(wǎng)絡(luò)組織結(jié)構(gòu)轉(zhuǎn)化。其次，管理重點(diǎn)由資本管理轉(zhuǎn)為知識(shí)管理。知識(shí)管理是指運(yùn)用集體的智慧提高應(yīng)變和創(chuàng)新能力。第三，新的管理思想和方法不斷涌現(xiàn)。在信息時(shí)代和網(wǎng)絡(luò)條

16、件下，新的經(jīng)濟(jì)形態(tài)產(chǎn)生了許多新的管理思想和管理方法，例如柔性制造、分布式制造、敏捷生產(chǎn)、企業(yè)流程重組、學(xué)習(xí)型組織、制造資源計(jì)劃等新思想新方法。在創(chuàng)辦電子商務(wù)企業(yè)和企業(yè)經(jīng)營(yíng)中必定會(huì)遇到各種意想不到的困難和挫折：如金融風(fēng)險(xiǎn)，交易風(fēng)險(xiǎn)等，而且市場(chǎng)競(jìng)爭(zhēng)日趨激烈，一旦遭受不測(cè)，沒(méi)有韌性就會(huì)徹底垮臺(tái)。因此，企業(yè)家要有不怕失敗、不怕挫折和百折不撓的勇氣，要有獻(xiàn)身事業(yè)、不懼風(fēng)險(xiǎn)、敢冒風(fēng)險(xiǎn)的精神。E-commerce corporate culture re-With the development of large-scale e-commerce Internet age, the resulting e-

17、business culture, it is an enterprise in the production of a new value, so that the new integration of internal resources, for the enterprises to reduce transaction costs and improve efficiency shorten the production cycle, and many other benefits, but also on the existing corporate culture challeng

18、ed. The rise of e-commerce is a means of rapid development of technology-led business models change, the survival of traditional economic activities based on mode of operation and management mechanisms have undergone radical change, the traditional corporate culture also faces enormous impact.First,

19、 the corporate culture of the enterprise value of the contributionCultural phenomenon is a civilized country and the nation a major witness. Broader culture, including knowledge, beliefs, art, morals, laws, customs and any person as a member of a societys ability to obtain and habits, including the

20、complex whole. As a sub culture of the corporate culture, the survival and development of the enterprise also plays an important role. Commodity economy and corporate culture is the product of a market economy, in line with the objective laws of market economy, reflects the companys competitive prac

21、tices, competitive spirit and overall image. The so-called enterprise culture is the companys management philosophy, enterprises face in which the social and business environment in the long-term production and business activities, the formation of all employees to accept and agree to honor, and to

22、fight for a set of informal rules of success. It shows what kind of management philosophy and business practice, and corporate management to achieve through what kind of target. Is an important part of economic management. Corporate culture means that a companys values, and these values become emplo

23、yees activities and norms of behavior.The origin of the corporate culture is how to increase profits, reduce costs and expenses. Its essence is how to enable enterprises to effectively integrate resources in order to achieve external flexibility, the company survive in the competition, so as to real

24、ize sustainable development. Corporate culture for the enterprises to develop cultural management that a clear direction. The fundamental purpose of enterprise culture to foreign competition environment for building highly adaptable and can respond quickly to change according to environmental behavi

25、or capacities, which in fact is the company owned by the external competitive environment according to the needs of internal resources the ability to integrate and use. Corporate culture should promote the formation of the capacity of the system, and the ability to maintain a good system. Many Chine

26、se companies such as Haier, Lenovo and other one of the secrets of business success is to develop a set of corporate philosophy, business philosophy, formed its own unique corporate culture.1, the corporate culture reflects the companys image and spirit. Establish a good corporate image, corporate c

27、ulture needs support. Modern business, from leadership to staff quality, from product quality to management facilities, from the environment to the product development, permeates cultural factors, all reflect the corporate image. Good corporate image (the goodwill) is itself an intangible wealth and

28、 assets in order to display the brand effect won the social and public support, in line with modern public relations and marketing theory. From the look of modern management theory, reflect the spirit of enterprise groups, the ideal goal, showing the direction of development of enterprises and busin

29、ess purposes, and on behalf of the companys future prospects, so that each member company can voluntarily contribute to the achievement of organizational goals, from Deep encourage enterprises in the fierce competition in the technology press beautiful and fragrant flowers.2, the corporate culture a

30、s a new management theory, in the business to play an extremely re-building role.First, create a conducive environment for flexible coordination of business operations, corporate social systems as a subsystem, continuously with the surrounding environment material, energy and information exchange, s

31、ocial environment is relatively more objective and enterprises, enterprises the need to adapt to environmental changes, research the laws and requirements of environmental change, a clear trend of economic development compatible with the social needs and potential demand, improve the enterprises var

32、ious weaknesses and adjust business strategy, create a new corporate culture, and environment interaction to achieve dynamic balance that creates a virtuous cycle of market environment, to promote the restructuring of joint-stock company into the future state of healthy functioning.Second, is conduc

33、ive to the formation of the values of their overall operation. Development of corporate culture as the underlying motivation, values are the core of corporate culture, is a business organization and the basic concepts and beliefs. For businesses, the core task is how competitive the market to surviv

34、e, to provide consumers with appropriate products and services. Agree on the core mission of business does not automatically guarantee a corporate member with a common objective. Values established for the company code of conduct for employees defined in an extremely successful and the objectives pu

35、rsued.Third, help to improve the overall quality, foster co-consciousness. The composition of the corporate culture, including ideology, culture, technology, culture, management culture, quality culture and entertainment culture, the culture of integration and interaction, on the one hand to promote

36、 the improvement of the quality of the entire staff, partly because the influence of a common culture, the formation of a common awareness and behavior-oriented, to preserve and maintain the unity, cooperation, and harmonious employee relations, the objective to strengthen the unity, co-founder, the

37、 overall development of the performance.3, the enterprise culture is a kind of meaning. Different from the surrounding environment of the enterprise as a system, its internal mechanisms of the coordinated operation of the corporate culture can not be separated. On the one hand, a direct impact on co

38、rporate culture, employee code of conduct, professional ethics and clip point, nurture and develop the corporate culture, to improve the cohesion and solidarity, increase employees satisfaction, sense of identity and belonging. On the other hand, the corporate culture of the major decisions of enter

39、prises, the companys long-term goals and strategies as well as the implementation of rules and regulations have not be underestimated.Second, corporate culture building, and the need for changeIn the 21st century, the enterprise culture of Chinese enterprises face multiple challenges: the arrival of

40、 knowledge economy, the corporate culture, the question of how to enhance the value of knowledge, knowledge workers how to deal with new issues; market-oriented reform, making the planned economy era the formation of corporate culture and old ways, old routines often fail; and the rise of network te

41、chnology, but also for the birth of a new corporate culture provides a weapon. Sentence: mechanism changed, times have changed, technology has changed, so many companies are faced with reshaping corporate culture. Gerstner saved Big Blue, the first is to explicitly change the corporate culture of IB

42、Ms basic values, the creation of IBMs culture, which is strive to win (Win) fast execution (Execute) and team spirit (Team) . Gerstner said, as IBMs leaders, of course you need to lead the planning and specific projects, but your responsibilities also include leading the staff, the establishment of

43、work teams, and the creation of high-performance corporate culture. GE Jack Welch, former CEO also said: Our vitality curve is able to function effectively, because we spent a decade in our enterprise to establish a performance culture.From our point of view of corporate culture development status,

44、can only say that the end is still in a relatively level, the corporate culture strategy did not receive due attention, the cultivation of corporate culture, lack of guidance systems theory, corporate culture, most of the traditional culture in the enterprise the epitome of such enterprises often la

45、ck vitality, dead, suffering from a lack of excellent sense, may be severe centrifugal serious. Overall there are more defects in our corporate culture phenomenon with error, our corporate culture common errors are:1, the phenomenon of cultural obscurantism. Such phenomenon is common in those autocr

46、atic leaders or operational problems of the enterprise. Performance of the leaders of the extreme stress on certain cultural values, education and means to promote radical. It is because the causes of most of the leaders hope to achieve within the enterprise.2, no cultural phenomenon. Usually presen

47、ts companies have a very strict system and the various rules and regulations. The system provides for employees to do and not do, but there is no clear cultural ideas and values advocate, neglect of education and training of employees. Such phenomena generate up to industrial manufacturing companies

48、, most of the causes of quality is not high because the leaders themselves, or lack of understanding of corporate culture. Or want to cover up some kind of cult of the individual facts. Such enterprises are usually easy to produce leaders of the blind worship or silent on the situation.3, the ideal

49、culture phenomenon. It is common in those with young people as the main force of the emerging entrepreneurial companies. Manifestations of these companies will make some unrealistic ambitions and cultural ideals, its advocacy of the concept will be a kind of beyond the enterprise to transform the wo

50、rlds sense of mission. Great and empty, the slogan of the people beyond the reach; grand, lofty goals often lack a unified real objective basis. Most of the causes of such phenomena is that leaders have too lofty ideals and the lack of work basket for fruits of the spirit. Performance of the majorit

51、y of such employees are passionate emotion, but may have overlooked the immediate situation and today what to do evil.In addition, many corporate culture inhibits the human personality, in the enterprise is only concerned about peoples collective, denied the peoples imagination and creativity, produ

52、ced under the concept of small-scale production of collectivism, it is difficult to form business cohesion.Now the competition is intense, and survival of the fittest as the new rules of the game, our companys corporate culture than the United States, Japan has lagged behind many, if not catch up no

53、w, defeat in the competition will be inevitable. Therefore, the new corporate culture and change the shape of a project is Chinas enterprises not wait for new topics.Third, the age of electronic commerce to shape and change our corporate culture, the idea of1, analysis of internal and external facto

54、rs, refined culture and a culture of innovation speedIn the era of e-commerce business to choose what kind of a core value is to create the most important issue of corporate culture. Information economy is the speed economy, the speed has become a tool to improve competitiveness. The emergence of th

55、e Internet makes the world changes faster and faster, can be described by leaps and bounds. Internet-based e-commerce can thus quickly understand market information, quickly and easily collect customer needs, extensive product information, complete the online transactions in real-time settlement, a

56、large number of business activities can be instantaneous, the production efficiency has been greatly to improve. In short, information technology and network technology makes extensive use of e-commerce enterprises to enter the market, the threshold can be greatly reduced. Now the world is talking a

57、bout innovation, because in todays economic environment, the only constant rule is everything is changing. In this regard, any organization or business if you do not always change and innovation, it is impossible to maintain their competitive advantage. No innovation, on the death, innovation has be

58、come a corporate existence and development of important, and that only through its own innovation and certainty in order to deal with the uncertainty of rapid change. In the information context, the role of innovation has been an unprecedented strengthening, and sublimated into a social theme. In th

59、e age of electronic commerce, innovation has become the source of the vitality of enterprises, the traditional production scale, cost advantages and other factors will not decide the future, companies only through continuous innovation to survival and development. Conservative and conservative, is simply not in the fierce market compet