Excellent enterprises in developed countries such as the United States and Japan have a common feature, that is, they all have their own core values and unique corporate culture. In recent years, the economy of developing countries has developed rapidly, and a large number of enterprises with international competitiveness have emerged. Among them, the unique Indian corporate culture integrated with traditional culture is unique.

(1) USA

American multinational enterprises are the most competitive in the world. Behind every successful enterprise, there is an excellent management team, who has created a corporate culture that is suitable for the development of enterprises and can continuously improve their competitiveness. American corporate culture attaches importance to the realization of personal value. Apple Computer, for example, thinks that we should develop the intellectual potential of every employee and find the bright spot of their thinking. The corporate culture of "everyone participates" and "speaking in groups" enables enterprises to continuously develop new products with sensational effects. In the process of realizing personal value, it also promotes the overall development of the enterprise. American corporate culture advocates dedication and competition. Only when employees are dedicated can they truly combine personal development with the overall interests of the enterprise and serve the enterprise wholeheartedly. Only when employees compete can there be benefits, results and talents. At the same time, American enterprises attach great importance to building a platform for healthy competition for their employees and fully tapping their potential. Advocating innovation and benefit sharing is another feature of American corporate culture. American IT companies are in a leading position in the world. They uphold the tradition of innovation, encourage innovation, and keep their products at the forefront of the world. In terms of benefit sharing, many enterprises in the United States implement the joint-stock system, offering rights to employees, improving their status in the enterprise and enhancing their sense of belonging to the enterprise.

(2) Japan

Japanese enterprises pay special attention to the construction of corporate culture. The characteristics of its corporate culture are as follows: First, the core of corporate culture is "harmony with different talents". "Harmony" refers to the national spirit of Japan, and "foreign talent" refers to the technology of Europe and America. The combination of "harmonious soul" and "foreign talents" has become the guiding ideology of modern Japanese entrepreneurs' business activities. Second, familism is a prominent feature of corporate culture. Familism transfers family ethics to enterprises, and the management activities of enterprises are to maintain the coordination, interests and strength of extended families. Familism manifests itself as team spirit and advocates harmonious interpersonal relationships in enterprises. Therefore, the idea of "harmony is precious" is the core of Japanese corporate culture. Third, the important content of corporate culture is to take people as the center, coordinate the production relations of enterprises in many ways, ease the contradiction between labor and capital, develop enterprises into a destiny body, realize the harmony between labor and capital, and improve the subjective consciousness of employees.

(3) India

Indian corporate culture is mainly manifested in family culture, elite culture, credit culture, people-oriented culture and industry culture. Ashvant Sinha, former finance minister of the Bharatiya Janata Party government, once said: "India has three kinds of economies, one is the new economy driven by information technology, the other is the old economy represented by bricklayers, and the other is the older economy represented by the old ox cart." No matter what kind of economy, there are many private enterprises and many family enterprises, but they are not superstitious about family inheritance. If the family can't cultivate elites, it can hand over the industry to elites outside the family. The complementary advantages of family culture and elite culture ensure the sustainability of enterprise development. Indian enterprises believe that credit is the foundation of enterprise survival. Credit is not only reflected in communication with other enterprises, but also in emphasizing credit when treating employees, strictly abiding by employee contracts, seeking benefits for employees, and listening to and adopting employees' opinions. This is the humanistic culture in Indian enterprises. Indian enterprises have widely joined trade associations, United as one, and focused on improving their visibility in the industry. In addition, the industry norms are strict, paying attention to the social effect of enterprises, advocating returning to society and improving the honor of enterprises.

(D) the United States, Japan and India * * * the same characteristics of corporate culture

First of all, their culture is rooted in their excellent cultural traditions. America has always advocated individualism. Therefore, corporate culture puts the realization of personal value in the first place, attaches importance to exploring the value of employees, gives full play to their talents, and expands their development space. However, the corporate culture of Japan and India has a strong family concept. They integrate familism into corporate management and become a culture, which reduces the difficulty of management and ensures the consistency of corporate strategy. Secondly, outstanding enterprises in these countries take it as their responsibility to repay the society. Enterprises are not independent individuals, but a part of social life. Only with the support of the society can enterprises make long-term profits and develop. At the same time, enterprises have improved their popularity and reputation in the process of contributing to society, and will also get greater support from society. The benign interaction between enterprises and society is beneficial to both enterprises and society. Finally, the corporate cultures of these three countries all attach importance to improving employees' sense of belonging and advocating employees' sense of honor to the enterprise. Only in this way can employees be willing to contribute to the enterprise and find pleasure in their work.

Second, the problems of corporate culture in China

Over the past 30 years of reform and opening up, the development of enterprises in China has made great progress. With the enterprise's living environment gradually changing from the planned economy system to the market economy system, and from the factory system to the company system, the competition of enterprises in China has also changed from product competition and service competition to deep-seated cultural competition, and the enterprises are constantly developing and growing through exploration. However, it should also be noted that compared with many internationally renowned enterprises, most enterprises in China still have obvious deficiencies in cultural construction.

(A) the construction of corporate culture pays more attention to form than connotation.

At present, many domestic enterprises have their own corporate culture, but these "corporate cultures" are often just nominal slogans, which are not really embedded in the daily operation and decision-making of enterprises, and have not really formed corporate characteristics. For example, although some enterprises slogan "pragmatic and responsible", their employees are not rigorous and lazy, and some employees do not cherish the company's property and have no sense of responsibility. The reason is that corporate culture is just a form, and it has not really penetrated into the hearts of employees. In addition, the so-called "culture" of some enterprises in China is too formal, unrealistic, incomprehensible to employees and unrealistic in goals. Such corporate culture has lost its original meaning.

(B) lack of innovation in corporate culture construction

Corporate culture theory originated from western developed countries. After China's entry into WTO, the management theories of many western countries were adopted by China enterprises, and some China enterprises imitated the management model of western countries one after another, ignoring their own living environment and copying the western model completely, which led to ignoring the essence of China's traditional culture. This management concept is not conducive to the development of enterprises in China, because corporate culture is based on national culture, and the culture we absorb must be integrated with our corporate culture, otherwise it will be "acclimatized". Cultural differences are the conditions for enterprises to give play to their own advantages. Losing this difference is equivalent to weakening the competitive advantage of enterprises, which is unfavorable to the development of enterprises. Therefore, China enterprises must not copy the western corporate culture ideas, but should innovate according to the actual situation and determine the corporate culture construction goals suitable for enterprise development.

(C) corporate culture tends to be politicized

In the era of planned economy, the managers of enterprises are party organizations, and the construction of enterprise culture is basically equivalent to ideological and political construction. Although it has been 30 years since the reform and opening up, and the country is vigorously promoting the separation of government from enterprises, the consciousness of building corporate culture ideologically and politically still exists, and the construction of corporate culture with strong political color is not conducive to the development of enterprises.

Third, build a corporate culture with China characteristics.

China is an ancient civilization with a long history, and many excellent cultural traditions need to be carefully explored and integrated into our corporate culture. Enterprises should recognize their own characteristics, build corporate culture according to the actual situation, and create good "software" facilities for the sustainable development of enterprises.

(A) Inheriting the tradition and building a distinctive corporate culture

The corporate cultures of America, Japan and India are all developed on the basis of their respective cultural traditions. No enterprise can be divorced from the traditional culture of the country. Therefore, the construction of enterprise culture should be combined with China's social and cultural traditions. China is an ancient civilization with a long history. Brilliant national culture is our inexhaustible spiritual wealth, and belief in traditional culture should be the criterion of enterprise activities. The "home country and the world" in Confucianism can also be interpreted as: enterprises bear the heavy responsibility of national economic construction. While developing themselves, they should strive to repay the society and contribute to the country, so that powerful national enterprises can have a solid backing. For example, Zhang Ruimin, president of Haier Group, integrated the traditional cultural ideas in the Analects of Confucius, The Art of War and The Tao Te Ching into the construction of corporate culture, and put forward a corporate culture with strong traditional cultural flavor: "There is no small matter in management", "Everyone is a talent, and horse racing is not like a horse" and "The sun is fading." The spirit of enterprise advocated by him is "pursuing Excellence and never being satisfied" and pursuing the belief of "serving the country with dedication". These Haier cultures, combined with China's excellent culture, have created Haier achievements that shocked the world. At present, Haier model has been written into the MBA course of Harvard University and has become a model of Chinese corporate culture.

(B) the standardization and humanization of corporate culture construction.

Humanization emphasizes that enterprise managers influence employees through moral cultivation, leaders set an example and integrate moral concepts into employee evaluation standards. Standardization refers to the establishment of complete rules and regulations by enterprises. A perfect system can ensure that employees' responsibilities are clear and improve the purpose of work. However, some enterprises often separate or oppose the two. In fact, only the combination of standardization and humanization can maximize the enthusiasm of employees. Too much emphasis on humanization and neglect of system construction will lead to slack work, poor management and often neglect the working ability of employees; On the other hand, only emphasizing standardization construction, not paying attention to the ideological and moral construction of employees, and not caring about employees will make management too formal, and enterprises will lose the motivation to continue to rise. Taking Hisense Group as an example, the enterprise has developed from a manual workshop of more than a dozen people to a large electronic information enterprise group. The corporate culture of Hisense Group is "people-oriented, innovation as the soul, quality as the root and emotional management". Hisense Group has established a complete incentive mechanism and a clear reward and punishment system, and requires everyone to abide by it. At the same time, Hisense's corporate culture advocates emotional care between people and has a strong human touch, which makes many employees reluctant to give up Hisense and other high-paying job opportunities. Hisense combines standardization and humanization perfectly, and all employees strive for the first place. Only by grasping the two barriers of innovation and quality can enterprises develop rapidly.

(C) building a people-oriented harmonious corporate culture

In the final analysis, an enterprise is a collection of people, and enterprise management is also the management of people. American corporate culture emphasizes the realization of employees' personal value, the establishment of a fair competitive environment for employees and the exploration of employees' potential. The idea of "harmony is precious" in Japanese corporate culture promotes teamwork and gives full play to the overall advantages. The elite culture and humanistic culture in Indian enterprise culture have pushed people to the key point of enterprise development. Therefore, enterprises in China should build a people-oriented harmonious corporate culture. To build a people-oriented harmonious corporate culture, we should pay attention to the introduction and training of talents and cultivate a high-quality staff. As one of the largest real estate companies in China, Vanke has always believed that talent is the most important resource and core competitiveness. Chairman Wang Shi believes that talent is a rational river, where there is a valley, it will converge. Vanke always puts talent introduction and training at the top of the company's development, and builds a talent training mechanism at all costs. Good talent reserve has become the source of enterprise development. To build a people-oriented harmonious corporate culture, it is necessary to create a comfortable working atmosphere for employees and increase their sense of belonging. Only in this way can we improve employees' sense of ownership and regard the enterprise as their home. Youngor is a well-known clothing enterprise in China. They have created an affinity culture of "treating all employees as relatives", which is the best portrayal of increasing employees' sense of belonging. At the same time, building a people-oriented harmonious corporate culture should be customer-oriented and serve the society. Only in this way can we win a good reputation and have a better development prospect.