First, a preliminary study of corporate culture In the early 1980s, Japan accounted for only 0.25% of the world's total area, with a land area of 370,000 square kilometers; Taking 2.7% of the world's population as a whole, there are1.1.800 million people, creating a GDP of 1.03 trillion US dollars, accounting for 8.6% of the world's GDP, becoming the second largest country in the world economy and directly challenging the United States.
198 1 year, the trade deficit between the United States and Japan reached a record high, reaching1800 million US dollars, accounting for 45% of the total trade deficit of the United States. 1965, on the condition of transferring computer manufacturing technology, allowed IBM, the largest American company in the world, to manufacture and sell IBM computers in Japan, thus opening up the Japanese market. However, the good times did not last long, and IBM was quickly driven out of the Japanese market by Fuji, Mitsubishi and NEC. Not only that, the market of IBM in Hong Kong was taken away by Fuji at a price lower than 50% of IBM. Similarly, the United States has also lost markets in the Philippines, Malaysia, Thailand, Singapore and other countries. America is losing ground in East Asia. The United States, which has been defeated in many wars, finally pulled off the veil of "freedom of trade", joined European partners to build trade barriers and imposed economic sanctions on Japan. The Japanese, on the other hand, skillfully used capital output instead of product output to set up companies and Japanese factories with high sun flags on the land of the United States and its partners!
Japan's aggressive challenge shocked American society. Clyde, Assistant Secretary of Commerce in Reagan Administration. Presto exclaimed, "The American era is over. The biggest event of this century is that Japan appears in the world as a superpower. " When people are shocked, they can't help thinking: What is the driving force for Japan's sustained and rapid economic growth? How did Japan achieve its economic rise? Why does Japan's economy pose a challenge to the economy of the United States and even Western Europe?
Japan is a small island country with poor resources, neither coal nor oil, and volcanoes and earthquakes continue; Japan is a new industrial country with almost zero capital accumulation. Japanese science and technology once fell behind, with neither splendid ancient culture like China nor modern science and technology like Europe. Japan is a defeated country and has suffered from war wounds. It has to bear huge compensation, and its political, economic and cultural development has lost its independence under the occupation of the US military. Under such conditions, Japan's economy has actually risen, and it took less than 20 years, which is incredible!
Since the 1970s, some American scholars have turned their eyes to Japan, aiming at exploring the mystery of Japan's success and seeking the reasons why the United States has repeatedly lost to Japan. In the late 1970s and early 1980s, Japanese craze appeared in American academic circles, involving not only management scholars, but also scholars from sociology, psychology, cultural anthropology and many other disciplines. They traveled across the ocean, not far from Wan Li, and came to this East Asian island country to seek lessons and treasures for reviving the American economy.
In this situation, people have noticed the differences between Japanese and American enterprise management models, among which it is found that rational management lacks flexibility, which is not conducive to giving full play to people's creativity and belief in long-term coexistence with enterprises, while shaping a culture conducive to innovation and integrating value and psychological factors has a potential but vital role in the long-term business performance and development of enterprises.
After careful research, comparison and exploration, American scholars finally found the real reason behind the rise of Japan, which is based on the obviously different corporate cultures of the two countries.
Second, the rise of corporate culture in the early 1980s, William. Ouchi's Z theory, Tres. Deere and Allen. The publication of Kennedy's Corporate Culture and Alsace's and wortmann's Seeking Advantage set off an upsurge of corporate culture research.
198 1 year, William, a Japanese professor at the University of California, USA. Ouchi published the monograph "Z Theory-How American Commercial Enterprises Meet Japanese Challenges", analyzed the relationship between enterprise management and culture, and put forward the concepts of "Z-type culture" and "Z-type organization", holding that the control mechanism of enterprises is completely contained by culture. 1982 Tres. Terrence. Trading and Allen. AllanKennedy published a book, Corporate Culture. They pointed out that most outstanding and successful companies have strong corporate culture. In this book, they also pointed out five elements of corporate culture: (1) corporate environment; (2) values; (3) heroes; (4) ceremony; (5) Cultural network. Among them, values are the core elements. The book also puts forward the analysis method of corporate culture, which starts from the surface and gradually observes the unconscious behavior of the company by means of management consultation. In the same year, Thomas, a famous American management expert. Peters and George W. Robert Waterman co-authored "Seeking Advantages —— Experiences of the Most Successful Companies in the United States", and studied and summarized the management of three excellent innovative companies. It was found that these companies all took corporate culture as the driving force, direction and control means, and thus made amazing achievements, which is the power of corporate culture. All three books are related to Pascal. Athos's Japanese Management Art, collectively called the Quartet of Corporate Culture Research, marks the rise of corporate culture research (Guo, 1995).
In 1980s, there appeared two schools of corporate culture research. One school is qualitative research represented by Edgar. Schein from MIT. They systematically discussed the concept and deep structure of corporate culture, and also put forward the steps of on-site observation, on-site interview and evaluation of corporate culture. However, it is difficult to measure objectively by this method. When discussing the relationship between organizational culture, organizational behavior and organizational benefits, the other school is a quantitative study represented by Professor RobertQunn from the School of Business Administration of the University of Michigan. They believe that organizational culture can be studied through certain characteristics and different dimensions. Therefore, they put forward some models about organizational culture to measure, evaluate and study organizational culture. However, this method is classified as phenomenological method, and it is considered that it only studies the surface of organizational culture, but cannot go deep into the deep meaning and structure of organizational culture.
In 1984, Robert.quinn and Kimberly extended quinn's theoretical model of competitive value to the investigation of organizational culture, in order to explore the deep structure of organizational culture and the basic assumptions related to organizational value, leadership, decision-making and organizational development strategy. The theoretical model mainly has two dimensions: one is to reflect the needs of competition, that is, change and stability; The other is the dimension of conflict, namely, the internal management and external environment of the organization. Under the interaction of these two dimensions, four types of organizational culture have emerged: group culture, development culture, rational culture and bureaucratic culture. The theoretical model of competitive value provides an important theoretical basis for the measurement, evaluation and research of organizational culture.
In the 1990s, with the popularization of corporate culture, corporate organizations became more and more aware of the significance of standardized organizational culture to the development of corporate organizations, and on this basis, they shaped corporate image based on corporate culture. Therefore, on the basis of theoretical discussion in 1980s, the study of organizational culture developed rapidly from theoretical research to applied research and quantitative research, and the study of corporate culture showed four trends: first, the in-depth study of the basic theory of corporate culture; Second, the application research of enterprise culture, enterprise benefit and enterprise development; The third is the measurement research of corporate culture; The fourth is the investigation and evaluation of corporate culture. So far, there are more than 60 monographs on corporate culture, and the papers are distributed in more than a dozen management and psychology journals. In 1980s and 1990s, the study of corporate culture became a hot topic in management, organizational behavior and industrial organizational psychology, also known as the era of corporate culture of management.
In 1990s, western enterprises faced more intense competition and challenges. Therefore, the theoretical study of corporate culture has developed from the discussion of the concept and structure of corporate culture to the study of the internal mechanism of corporate culture in the management process, such as: corporate culture and organizational climate (Schneider, 1990), corporate culture and human resource management (AuthurK). O.yeung, 199 1), corporate culture and corporate environment (MylesA. Hassell, 1998), enterprise culture and enterprise innovation (OdenBirgitta, 1997), etc. , representative of which are:
1990, Benjamin. BeenjaminScheider published his monograph "Organizational Climate and Culture", in which he put forward a model about the relationship between social culture, organizational culture, organizational climate and management process, employees' work attitude, work behavior and organizational benefits. In this model, organizational culture affects the management practice of human resources, organizational atmosphere, employees' work attitude, work behavior and dedication to the organization, and ultimately affects the production efficiency of the organization. Among them, human resource management also has a direct impact on organizational efficiency.
During the period of 1990, Hofstede and his colleagues extended the four characteristics of national working culture (power scope, individualism-collectivism, masculinity-femininity and uncertainty avoidance) to the study of organizational culture, and added several additional dimensions by combining qualitative and quantitative methods to form the corporate culture research scale.
1997, Edgar. Edgar's Organizational Culture and Leadership, Second Edition. H.Schein published it. In this edition, Shain added how to cultivate and shape organizational culture at all stages of organizational development, how to apply cultural rules to lead organizations to achieve organizational goals and complete organizational missions, and he also studied subcultures in organizations. 1999, Edgar. Sean and wally. Behnes (Edgar H. Schein &; Warren. Bennis) published their monograph "Guide to the Survival of Corporate Culture", in which a large number of cases are used to illustrate the development and change process of corporate culture in different stages of enterprise development.
1999, Torres. Terrence. Trading and Allen. Alana. Kennedy collaborated again and published The New Corporate Culture. In this book, they think that a stable corporate culture is very important, and they discuss the ways for business leaders to keep a balance between maintaining the competitiveness of enterprises and meeting the needs of workers as human beings. In their view, the challenges faced by business managers and business leaders are to establish a harmonious business operation mechanism, learn from the experience of famous innovative companies, motivate employees, improve business performance, and meet the challenges of 2 1 century.
Third, the upsurge of corporate culture As a scientific humanistic management theory and a scientific stage of modern enterprise management, corporate culture has been introduced to China for more than twenty years. From the initial introduction and enlightenment, to questioning and fission, and then to integration and localization, it has gone through an extraordinary mental journey.
(A) Chinese mainland's first corporate culture boom.
According to Mr. Li Qingshan's research, the word "corporate culture" began to appear in newspapers and magazines in China from 1984, and most of them simply introduced the new management method of corporate culture. By 1988, the upsurge of corporate culture has become one of several major upsurge in China. In addition to the business community, there are people from all walks of life engaged in management, culturology, sociology and psychology research. According to incomplete statistics, during the three years from 1988 to 9 1 year, domestic newspapers and magazines published more than 250 articles on corporate culture. Translate and edit more than 20 kinds of corporate culture works: corporate culture seminars held by provincial and municipal units 15 times; Held more than 40 seminars and lectures on corporate culture. Moreover, the central government and some provinces and cities have successively established corporate culture theory and application research. Some topics have achieved initial results and have been adopted by decision-making organs.
With the passage of time, from 1992 to 1999, the corporate culture of China has been re-emphasized and further developed. The development of history has ushered in its own spring for the construction of corporate culture in China. During this period, the corporate culture construction in China has the following characteristics.
1. With the deepening of the theoretical research on corporate culture, the theoretical research on corporate culture shows a trend from directly introducing foreign theories to carrying out innovative research on the basis of learning foreign theories, to more closely combining the theoretical research on corporate culture with the practice of corporate culture construction in China, and from single-disciplinary research to multi-disciplinary and interdisciplinary research.
2. Corporate culture practice is in the ascendant, and some excellent enterprises paid attention to it almost as soon as the theory of corporate culture was introduced to China, and quickly and creatively studied and applied it to the specific practice of enterprise management, which played an important leading and exemplary role in the business community. Today, Haier Group, Lenovo Group, etc. are regarded as proud flag enterprises in China business circles, and they are all practical models of corporate culture theory. The practice of "Haier culture activating Huck Fish" has even been included in the case library of Harvard Research Institute. Today, more and more enterprises in China participate in corporate culture practice extensively, deeply, comprehensively and actively under the demonstration and drive of excellent enterprises, and corporate culture practice is constantly popularized and deepened, which has driven the cultural practice of many institutions.
3. Corporate culture organizations have been widely established. Professional corporate culture organizations have been established in all parts of China, as well as in various industries and some enterprises. The establishment of professional corporate culture organizations of enterprises in various regions, industries and departments has greatly promoted and promoted the development of corporate culture construction in China.
4. Corporate culture education and training are widely carried out. Thanks to unremitting efforts, a few institutions of higher learning, such as Peking University, Tsinghua University and the National People's Congress, have opened corporate culture courses today. The professional training system of corporate culture with local corporate culture institutions as the main body is improving day by day; A number of excellent enterprises, represented by Haier and Lenovo, have carried out colorful internal corporate culture education and training activities; Corporate culture education and training are being carried out on a large scale at all levels and categories of society.
5. The new force of enterprise culture construction has appeared. A large number of indomitable and determined corporate culture promoters have emerged in theoretical circles, business circles and corporate culture organizations at all levels in China, and they have made important contributions to the spread and development of corporate culture in China.
(II) New Era A New Wave of Corporate Culture Construction in China In July 2004, the State-owned Assets Supervision and Administration Commission of the State Council held the first "Seminar on Corporate Culture Construction of Central Enterprises" in Daqing. This special conference on corporate culture work closely combined with the actual situation of central enterprises, summed up and exchanged the experience of corporate culture construction of central enterprises, visited and studied the practices of PetroChina in Daqing enterprises, and studied and discussed the relevant issues of corporate culture construction. Discussed and revised the Guiding Opinions of the Party Committee of the State Council State-owned Assets Supervision and Administration Commission on Strengthening the Corporate Culture Construction of Central Enterprises, and deployed the corporate culture construction of central enterprises at present and in the future, aiming at mobilizing the broad masses of cadres and workers to actively participate in the corporate culture construction, constantly improving the level of enterprise management and spiritual civilization construction, further enhancing the core competitiveness of central enterprises, and making them bigger and stronger. On June 5438+February 65438+March 2004, the State-owned Assets Supervision and Administration Commission (SASAC) held another meeting in Jingxi Hotel, and put forward new requirements for corporate culture construction in combination with the implementation of the spirit of the Fourth Plenary Session of the 16th CPC Central Committee. With the further maturity of theoretical understanding and the gradual improvement of practice, corporate culture has finally entered a new development period.
On March 26th, 2005, the State-owned Assets Supervision and Administration Commission (SASAC) issued document No.62 "Guiding Opinions on Strengthening the Corporate Culture Construction of Central Enterprises", demanding that central enterprises "strive to basically establish a corporate culture system that adapts to the development trend of the world economy and the development requirements of China's socialist market economy, follows the law of cultural development, conforms to the development strategy of enterprises and embodies the characteristics of enterprises in three years." The Guiding Opinions, with more than 7,000 words, consists of 18 articles in four parts, covering the significance, guiding ideology, overall objectives and basic contents of corporate culture construction, ideas, plans, steps, cultural carriers and team building, basic requirements, leadership mechanism and operation mechanism of cultural construction, etc. It took nearly a year for the document to be drafted and formally promulgated. After in-depth investigation, the opinions of enterprises, experts and relevant departments were widely solicited, and after preliminary opinions were formed, they were revised several times by 10, and finally finalized. The Guiding Opinions gives a scientific definition of corporate culture, which fundamentally breaks through the narrow and one-sided understanding of corporate culture in the past, and truly raises the status of corporate culture to the height of humanistic management theory and regards it as the soul of enterprises. The sense of belonging, enthusiasm and creativity mentioned in the definition reveal the cohesive function, incentive function and innovation function of advanced corporate culture respectively, which comprehensively correspond to three important aspects of corporate people-oriented management.
With the release of No.62 Document of State-owned Assets Supervision and Administration Commission in 2005, a new upsurge of corporate culture has been set off in the theoretical, consulting and industrial circles of corporate culture. In the same year, Beijing Jiaotong University opened a full-time master's degree in corporate culture, which was the first in colleges and universities. Corporate culture teachers are officially recognized as qualified by the state, and corporate culture teacher training in China has developed rapidly like mushrooms after rain; There are a hundred flowers of related publications and articles in China, and the number of pages related to corporate culture under Baidu is 32.2 million (2007-3- 10). Domestic enterprises, especially state-owned enterprises, have successively issued guiding opinions on the development of corporate culture of enterprises or groups. For example, Sinopec, PetroChina and North Ordnance Industry Group have issued corresponding documents respectively, and state-owned and private enterprises all over the country have independently or hired professional institutions to create their own unique corporate culture. Domestic consulting circles, whether Beijing-sent colleges and organizations, Guangzhou-Shenzhen-sent schools in the south, Shanghai-Nanjing-sent schools in the east and Sichuan-Chongqing-sent schools in the west, have all devoted themselves to the hot tide of corporate culture!
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