The so-called cultural conflict refers to the process of mutual opposition and mutual exclusion between different forms of culture or cultural elements. It not only refers to the conflicts between multinational enterprises and host countries when they operate in other countries, but also includes the conflicts within enterprises because employees belong to countries with different cultural backgrounds. As the name implies, the cultural conflict between China and the West refers to the conflict between China culture and western culture (here, western culture does not refer to the culture of any contemporary western country, but refers to the whole western culture).
As we all know, from the development of management science, whether Taylor's "scientific management" or modern management process theory, human behavior theory, decision-making theory, etc., the focus of management research lies in the economic factors of enterprise operation. After 1980s, the western business and management circles have undergone remarkable changes. The research focuses on non-economic factors, focusing on the comparative study of management under different cultural backgrounds, and a "cultural fever" has emerged. With the strengthening of global economic integration and the vigorous development of transnational operations, the mobility of human resources is also strengthening. When enterprises operate internationally, the organizational structure, technical methods, decision-making methods and control procedures of enterprises in different countries have basically converged, but the different cultural backgrounds of employees make cultural differences an important factor affecting the management effect of managers, thus providing difficulties for the management of managers. Studies by many foreign management scientists show that almost all major failures of transnational operations are caused by ignoring cultural differences.
G. Hofstente, director of the Netherlands Institute for Cultural Cooperation, wrote the book Cultural Consequences-International Differences in Work-related Values based on a large number of questionnaires he made to employees of enterprises in 40 countries. Four indicators are put forward to describe cultural differences, namely: power distance, uncertainty avoidance, individualism-collectivism and male dimension.
On the basis of analyzing the cultural differences between China and the West, I will take joint ventures in China as an example to talk about how to manage them under cultural conflicts. Phenomenologically, a Sino-foreign joint venture is a combination of capital, technology, goods, services and management from different countries, and its deeper connotation is the collision, conflict and integration of two cultures. In other words, eastern and western cultures have both conflicting and blending sides. For managers, the key lies in how to cross the barriers of cultural differences, seek and create a management model that can be recognized and accepted by both sides at the junction of two cultures, and give full play to the advantages of the two cultures. Therefore, I think:
First, gradually establishing * * * values within enterprises as an important part of culture is a lasting belief, which can determine people's behavior patterns, communication norms, and how to distinguish right from wrong, good and evil, love and hate. The "cultural differences" I am talking about here mainly refer to the social and cultural differences centered on value culture, which are more likely to cause cultural conflicts. Different cultures have different values, and people are always proud of their own culture. Most people always regard their own culture as orthodox consciously or unconsciously, and think that foreigners' words and deeds are always strange. In fact, these seemingly strange words and deeds and values are natural to the people of that country. Therefore, we should try our best to eliminate this sense of racial superiority, respect and understand each other's culture and communicate with each other in an equal manner. On this basis, find the combination of the two cultures, give full play to the advantages of the two cultures, and gradually establish unified values within the enterprise. American management scientists Peters and wortmann pointed out, "All the excellent companies we have observed are very clear about what they stand for, and have seriously established and formed the company's value standards. In fact, if a company lacks clear values or its values are unclear, we doubt whether it is possible to achieve operational success. " Enterprises must form a collective force to ensure that enterprises are in an invincible position. Establishing * * * values can improve the cohesion and centripetal force of employees. When people strive for the goal of * * *, they often ignore the factors that lead to conflict.
Second, cross-cultural training is an effective way to prevent and solve cultural conflicts. As a Sino-foreign joint venture, solving the problem of cultural differences and doing a good job in cross-cultural management depends on a group of high-quality cross-cultural managers. Therefore, when selecting managers, especially senior managers, both sides should not only have good professional quality, technical knowledge and management ability, but also be flexible in thinking, innovative and have strong empathy and adaptability; Strong sense of respect and equality, tolerant of different opinions, good at friendly cooperation with people from different cultural backgrounds; Whenever possible, always choose those who have been trained in a multicultural environment and those who know another language.
At present, the vast majority of joint ventures in China focus on the pure technical training of employees, while ignoring the cross-cultural training of employees, especially managers. Cross-cultural training is the most basic and effective means to solve cultural differences and do cross-cultural management well. Generally speaking, the main contents of cross-cultural training should include:
(1) Knowledge and understanding of the culture of the other country and the original company;
(2) Training of cultural sensitivity and adaptability;
(3) language training;
(4) Training of cross-cultural communication and conflict handling ability;
(5) For Chinese personnel, they also need to be trained in the other party's advanced management methods and business philosophy.
3. Localization of management More and more multinational companies have realized the importance of localization for the success of investment abroad. Xu, manager of the human resources department of IBM China Co., Ltd. said: "Talent localization is the company's current policy and direction, not a hypocritical lie." 1992, when China company was founded in IBM, the number of employees was less than 200, and now it has increased to 1500, which is quite rapid. In addition to hiring local employees as much as possible to cultivate their loyalty to the company, the most important thing in localization strategy is to hire competent local managers, so as to avoid cultural conflicts and carry out business smoothly. 1996, there were less than 40 local first-line managers in IBM China, and one year later, it reached 80. Sanyo Electric Co., Ltd. is a wholly Japanese-owned company located in Shekou, Guangdong. Chairman Xinbaokesi believes that talents are the source of vitality for enterprise development, and the localization of management talents is a prerequisite for the success of foreign investors in setting up enterprises in China. Only according to China's national conditions, relying on China employees to implement localized management, let local talents participate in various management activities, and constantly provide opportunities to improve the management ability of these talents, can the company be full of vitality. Sanyo China Co., Ltd. has about 4,500 local employees, including senior management cadres 104 and grass-roots supervisors 30 1 person. In order to speed up the localization process of senior talents, the company sends factory director and director-level cadres to Sanyo Training Center for training every year. ABB company is also a model of implementing localization strategy. Although it has 1300 subsidiaries all over the world, it claims to be a "multinational" company, and encourages its subsidiaries to downplay the ethnic background of their parent companies and operate completely in the way of local companies in the host country.
Four, based on the long-term, the implementation of double benefits, does not harm the local interests of the joint venture, the investors of both sides should have the same goal of long-term operation of the enterprise, and can not "grab one and leave" and "shoot for one place." This short-sighted short-term behavior will inevitably affect the development of enterprises. Therefore, enterprises should be based on the long-term, which contains two meanings: first, the "long-term" in the life cycle of joint ventures. A joint venture will last for several years or decades. As an independent, self-financing and self-developing organizational entity, the strategic decision made during the joint venture will be long-term, otherwise it will directly affect the development of the enterprise. Therefore, in management, both sides need to consider from the long-term perspective of the enterprise. Although the enterprise may lose money or make a little profit at first, it will eventually have rich returns based on long-term development; Secondly, it refers to the "long-term" beyond the life cycle of a single joint venture. For foreign investors, China is a market with great development potential and a profitable market. To develop this big market, it is impossible to get rich overnight. For China, the successful establishment of the joint venture is conducive to further introducing foreign advanced technology and management knowledge, attracting foreign investment and obtaining long-term benefits for China. Enterprises should not only base themselves on the long-term, but also implement double benefits. In a joint venture, one party's income is not at the expense of the other party's loss. On the contrary, both sides will benefit from the prosperity of the enterprise, and neither side will benefit from the decline of the enterprise. Therefore, it is very important to emphasize the common interests of both sides in business activities. It is extremely unwise for foreign investors to harm China for their own interests. The two sides should cooperate sincerely to benefit both sides, proceed from the overall interests, take into account the needs of both sides, and achieve the goal of "win-win".
In short, under the conflict between Chinese and western cultures, enterprises must attach great importance to cultural differences if they want to achieve great development. On the basis of mutual respect and understanding, establish a brand-new management model in order to better achieve the goals of the enterprise.
Chinese and Western Management Cultures from the Perspective of Humanism
The humanistic thought in western management culture originated from the humanistic spirit of ancient Greece. As a commercial city-state, ancient Greece fully demonstrated the individual value of human beings in its own development process, thus forming the unique humanistic spirit of early human civilization. Protagoras, the most famous wise man in ancient Greece, clearly put forward: "Man is the scale of all things, the scale of existing things, and the scale of non-existent things." (Philosophy of Ancient Greece and Rome, Commercial Press, 1982, p. 138). It is based on this humanistic spirit that the ancient Greeks at that time fully demonstrated their wisdom and strength in production and communication activities and created an extremely splendid western classical civilization.
Even in the Middle Ages, individuals merged into the collective of the church, and their individuality was completely obliterated. However, within the scholasticism, a group of nominalists tried to get rid of the imprisonment of orthodox theology, and strongly advocated that only the individual is real, while the general (or * * *) is just a name. During the Renaissance in modern Europe, humanism based on the independent personality of ancient Greece was restored and further developed. The humanism advocated by the Renaissance and the Protestant ethics produced by the religious reform reflected the value orientation of pursuing the freedom and liberation of personal spiritual life and the need of personal achievement, which made westerners get rid of the spiritual shackles of feudalism and religious theology, and individualism became a social trend of thought.
/kloc-after the 0/7th century, individualism was further theorized and systematized. After the establishment and development of French materialism and German classical philosophy in the18th century, the study of human beings in the west reached a new level, during which Adam Smith, a British classical economist, put forward the famous idea of "economic man". In The Wealth of Nations, Smith pointed out that people engaged in economic activities are motivated by the pursuit of maximizing their own economic interests. Under the condition of market economy, producers provide all kinds of necessities for society, not out of some kind of goodwill, but out of self-interest.
Driven by Adam Smith's "economic man" hypothesis and the development of western capitalist machine industry, the scientific management theory represented by American Taylor and others came into being at the beginning of the 20th century. Like Adam Smith's understanding, this theory regards employees as "economic men" who only work for personal economic interests, and thinks that human behavior is to pursue personal economic interests. Based on this idea, Taylor put the emphasis of management on the control of people. He emphasized strict management system and financial incentives. In his view, financial incentive is to satisfy the material pursuit of "economic man" and maintain the motivation of behavior, while strict management can keep people's behavior consistent with organizational goals. This is the so-called X management theory. This management theory did play a role in the management of blue-collar enterprises in the secondary industry in the early stage of capitalist development, but with the further development of capitalist enterprises, theory X gradually exposed its limitations, that is, it ignored people's subjective initiative and emotional factors.
1924- 1932, American Australian Mayo conducted a famous Hawthorne experiment and put forward the theory of interpersonal relationship, which created the second milestone in the development of western management culture and produced the behaviorism management theory. Mayo believes that workers are not "economic people" who take money as the only motivation to stimulate their enthusiasm, but "social people" who have social and psychological factors besides pursuing material interests and need to realize their social values. The view of "social man" is a big step forward than the view of "economic man", which emphasizes the social needs of people and highlights the influence of interpersonal relationship on personal behavior. The corresponding management theory is "participation management", that is, Y theory. Y theory once played an active role in the management of western capitalist enterprises, but at that time it still regarded encouraging people as a management means, not an end.
After the war, a school of management science characterized by extensive use of mathematical methods and computers appeared in the West, and entered the stage of "management jungle" as American management scientist Cüneyt said. The milestone of this stage is the "contingency theory" based on super-Y theory put forward by Morse and Lohi in the 1970s. They think that the theories of "economic man" and "social man" have great one-sidedness in the hypothesis of human nature. Moreover, people's personality, differences in needs and the influence of objective environment on people are not considered. They think that people are "complex people" and will take appropriate measures according to time, place and various situations. People's needs vary with the environment, time and place, and there is no universal management method suitable for anyone, any society and any stratum. Therefore, mathematical research methods such as operational research have been widely used in the field of management, and many new management technologies have emerged, which have promoted the modernization of management means and methods. However, practice shows that although modern management technology is effective, it cannot replace the modernization of management thought and life.
With the rapid rise of Japanese economy after World War II, American business circles and management theorists published a large number of works with the theme of people-oriented management and corporate culture in the late 1970s and 1980s, which pushed western people-oriented management to a new climax and entered the fourth stage of western management culture, that is, the cultural management stage. Among them, the most representative ones are 1979 Z Theory-How American Enterprises Meet Japanese Challenges published by Japanese-American william ouchi and 1982 Corporate Culture co-authored by American Allen Kennedy and Terrence Deere, which is the fourth milestone in the development of management theory. They agreed that enterprises should not take profit as the ultimate goal, but put values first, and stressed that enterprise spirit and enterprise values should be the core to build enterprise culture, thus combining people-oriented management with enterprise culture construction, revealing the position and role of spiritual wealth such as people's values, enterprise spirit and moral norms in the process of enterprise production and operation management, marking that people-oriented management theory has entered a higher stage with higher conception, newer perspective and richer content. At this stage, people are the most important resource and the most precious wealth. The theory of individual needs and mental health is put forward, and a series of new viewpoints and ideas such as relying more on employees' self-guidance, self-control and human management are put forward. It can be said that people-centered management is one of the important characteristics of this stage.
Throughout the development of western management culture, the management of people has always been its core, and the understanding of people has gradually deepened, such as "economic man", "social man" and "complex man". In this process, management gradually shifts from the management of human behavior to the management of human nature. Whether it is "economic man" or "social man", whether it is theory X or theory Y, its essence is to pay attention to the satisfaction of personal economic needs and social needs, so as to improve people's work efficiency and achieve management goals more effectively. Therefore, the humanistic thought in western management culture is individual-centered, which is the concrete embodiment of western individualistic values in management culture. However, since the 1980s, the humanistic thought of attaching too much importance to individuals in western management culture has been more and more impacted in reality, which makes the humanistic thought in western management culture turn to a certain extent in the interaction with the humanistic thought of focusing on collective harmony in eastern management culture.
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In the history of China's philosophy, Guan Zhong was the first thinker who put forward the people-oriented thought. He said, "The people are the place where the husband overlooks the country. This principle will strengthen the country, and this chaos will endanger the country." If the country is not people-oriented, chaos will occur. It can be seen that Guan Zhong's understanding of human value, human status and role has reached a high level. Confucius paid more attention to people and emphasized their value. He said, "the nature of heaven and earth is precious", which shows the publicity of people's self-worth. He advocates that the inner meaning of humanistic spirit is "benevolence" and "benevolent people love others", showing a tendency to attach importance to human humanistic thought. Since Emperor Wu of the Han Dynasty carried out the policy of "ousting a hundred schools of thought and respecting Confucianism alone", Confucianism has achieved absolute dominance in China, and Confucian humanism has naturally become the mainstream of China's management culture.
The pre-Qin Confucianists regarded "protecting the people" and "protecting the people" as the fundamental tasks of state management, developed the humanistic thought that sprouted at the beginning of Zhou Dynasty, and formed the theoretical system of humanistic thought. Generally speaking, the humanistic spirit of Confucianism is embodied in three aspects. In the way of being a man, it is required to strengthen personal moral cultivation, achieve "morality" and "self-cultivation and peace of mind"; In the way of dealing with people, it is required to be "benevolent" (loving others) and "harmonious" (friendly and harmonious with others); In the way of governing the people, it is required to implement "benevolent government", hide wealth from the people and carry out ethical education.
Confucian humanistic management thought is mainly embodied in the theory of Confucian philosophers. Confucius' theory takes "benevolence" as the core. Yang Huo said in The Analects: "Zhang Zi sought benevolence from Confucius. Confucius said,' It is a benevolent person to be able to do five things for the world.' Please ask questions. Say:' public, tolerant, trustworthy, people, and benefit. Courtesy is not humiliating, forgiveness is popular, trust is considerate, sensitivity is active, and benefit is enough to make people. " "。 Respectful and solemn, respectable and not shameful; Forgiveness is generosity, and generosity can win the support of the public; Faith is honesty, and honesty will gain the trust of others; Sensitivity is diligence, and diligence will make work efficient and contribute greatly; Hui means to love, care, cherish and help others, and others can contribute to you.
Mencius clearly expressed his humanistic thought on the relationship between the monarch and the people. He said: "The people are the most important, the society is the second, and the monarch is the light." Mencius also said wholeheartedly: "Jun is a boat, and Shu Ren is also water. The knife cuts bread and fingers. This is also called. An old friend is a monarch, and if he wants to be safe, he will be safe and love the people "(Mencius. Wang Zhi "). On the basis of the theory of good nature, Mencius further put forward the theory of benevolent governance. In his view, "everyone has a heart of forbearance, the former king has a heart of forbearance, and Sri Lanka has a policy of forbearance." With the heart of others, he can rule the world in his palm. " (On Mencius' Gong Sunchou). When he emphasized the position and role of human beings in society, he pointed out: "The weather is not as good as the geographical position, and the geographical position is not as good as human harmony" (Mencius. Gong Sunchou ").
Xunzi, another representative of Confucianism, opposes the theory of good nature and advocates the theory of evil nature, but he is consistent with Mencius' humanistic view on this point. Xunzi said: "The people should be treated and then made peace" (Xunzi. Rich country) means that the social structure composed of people should be coordinated through the management activities of rulers. He also said: "People are born, not for the monarch, but for the people." Xunzi's humanistic thought is fully embodied in his proposition of "loving the people, enriching the people and enriching the people".
Confucian humanistic thought holds that rulers should care about people's sufferings and protect people's interests, otherwise they will lose people's hearts and eventually lose the right to govern the people. In order to protect the people's interests and maintain the people's hearts, on the one hand, the rulers should implement benevolent policies, hide wealth from the people, and make the people "happy all their lives and never die in a fierce year" (Mencius. King Hui Liang "), on the other hand, they should educate people to understand the" Jun Jun ",that is, people's material needs should be met first, which is the basis of people's survival and the premise of social stability. Through education, people's spirit is entrusted and they know the truth of being a man, which is a reliable guarantee for maintaining normal social order. That is to say, we must first make the people "full" and "rich" and then "teach them" (The Analects of Lutz). According to Mencius, it means "teaching people to plow fields", "harnessing rivers to drive livestock" and "teaching human relations", that is, meeting people's material, safety and social needs respectively.
However, the premise of Confucian humanistic management lies in recognizing the feudal hierarchy and maintaining the feudal monarchy. People-oriented thought does not deny the monarch's rule, but only requires the monarch to care about the people's sufferings and not be too harsh on them. In the relationship with the monarch, the people are only the objects of pity and sympathy. In this sense, people-oriented thought is a kind of people's philosophy. "People's livelihood is in the sky, not for the king, but for the people." ("Xunzi". The monarch mentioned by Xunzi here should be the protector of all people and should treat people like children. The monarch is your father and the people are the people. The monarch and the people are still poles with different status. There is no equality between monarch and children.
Therefore, although Confucian humanistic thought has played an indelible role in maintaining social stability and reducing people's burden, it has also produced many negative effects. For example, cultivating people's obedience and obedience, people are not motivated and do not seek innovation and progress, which delays the development process of the whole society. It is precisely because of the excessive pursuit of the harmony and stability of the social organization structure as the best state of state management activities that when the harmony and stability of the organization conflict with efficiency, it is better to give up efficiency and "harmony". When this Confucian thought with "harmony" as the core became the mainstream ideology from the period of Emperor Wu of Han Dynasty, its influence on generations of China people was deeply rooted, and the feudal society in China showed its super stability and stability. As a humanistic culture, Confucian culture attaches importance to the coordination of interpersonal relationships, the realization of human values, and the responsibility, dedication and service of individuals to the group, which has the characteristics of group harmony. This humanistic thought has had a far-reaching impact on the traditional culture of the Chinese nation.
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In the development of today's society, facing the gap between China and the advanced western countries and the strong ideological impact of the west, it is necessary to reflect on the development of China's traditional management culture and its influence on today's society, compare the humanistic ideas embodied in the traditional management culture and the western management culture, and analyze their differences and respective advantages through comparative study, so as to find a management model suitable for China's national characteristics and cultural requirements on the basis of carrying forward the advantages of China's traditional management culture, thus speeding up the management of China.
Due to the influence of history and traditional culture, the management of the East and the West will inevitably show different cultural differences. China culture belongs to ethical culture, and China management belongs to ethical management. It pays attention to emotional input, is good at coordinating interpersonal relationships, pursues group harmony, pays more attention to the position and role of individuals in the group, and emphasizes social personality and individual's obligation and contribution to the group. However, the traditional China society lacks independent personality, does not recognize the struggle of individuality, ignores or despises the publicity and satisfaction of individuality, attaches too much importance to the individual's responsibility and dedication to society, and despises the satisfaction of individual's self-needs, which has caused the individual's development to be suppressed in the history of our country, and even the extreme "Left" phenomenon that the pursuit of individual interests is regarded as "the seedling of capitalism" and the maintenance of collective interests as "the grass of socialism" has resulted in the long-term development of our society.
Western traditional culture emphasizes that man is the center of the universe and everything around him is "prepared for me". People should not belittle themselves, but should pursue their own values and happiness. The western society formed on the basis of this independent personality can only be a contract society, that is, there is no patriarchal ethics and hierarchical relationship between people, but a contract based on equality. When social development needs to regulate this contractual relationship in some legal form, western society has formed a legal society. Its performance in management is standardized management, systematic management and organized management, that is, paying special attention to establishing rules and regulations, strictly following rules and pursuing institutional benefits, so as to realize orderly and effective management. However, the western management culture, which pays too much attention to scientific rationality and individualism, has also caused the spread of scientism and the prevalence of extreme individualism in western society.
It can be seen that the humanistic thought in China's traditional management culture focuses on discussing and grasping people as a whole, while the humanistic thought in western management culture is better at understanding and attaching importance to individuals, which makes the humanistic thought in China's traditional management culture tend to collectivism value orientation, while the humanistic thought in western management culture tends to individualism value orientation; At the same time, we should also see that one of the foundations of western management culture is science and technology, so it has developed rapidly and made great achievements. The foundation of China's traditional management culture mainly comes from the philosophy of life, so it develops slowly, but it has great potential. Different from the hypothesis of "economic man" and "social man" in western management culture and its system management, the humanistic thought in China's management culture embodies the hypothesis of "moral man" and moral and political thought, which has more profound significance in modern society.
Therefore, with the development of modern economy and science and technology, the management cultures of the East and the West tend to be consistent. The humanistic thought of western management culture emphasizing individual value began to pay attention to its overall function, while the eastern management culture emphasized the value of social people and the realization of their individual values. With the development of modern management, the interaction and transformation between eastern and western management cultures will eventually lay a cultural foundation for future management. Future management should emphasize both groups and individuals, emphasize that individuals must obey the interests of groups, and emphasize the important position of performance appraisal. China's traditional management culture, which originated from agricultural civilization, should be in line with modern management civilization. First of all, it should complete its own internal genetic transformation, that is, accept western scientific culture, commodity civilization and legal spirit, so as to complete its own cultural renewal.
First, the corporate philosophy under the framework of core values
1 What are the core values?
The third layer of enterprise philosophy is "how to survive", that is, "how, how", that is, the issue of core values. If the vision and mission are to solve the problem of direction, then the core values are the specific guiding principles of the peer-to-peer model. This includes not only the guidance of enterprise behavior, but also the guidance of enterprise individual behavior.
What are the core values of the enterprise? In short, the core values of an enterprise are the spiritual elements refined and practiced by the enterprise under the command of the enterprise concept to guide the enterprise to form a * * * peer-to-peer model. Enterprise core values are the fundamental principles used by enterprises to judge right and wrong in enterprise management, and are the true portrayal of what enterprises advocate, oppose, appreciate and criticize. Core value (motto, principle) refers to the creed that enterprises adhere to in the course of business operation and strive to make all employees believe in it. Core values are an important part of corporate philosophy. They are a series of guidelines to solve internal and external contradictions in enterprise development, such as the views or attitudes of enterprises to the market, customers and employees. They are the opinions of enterprises to show how to survive. For example, the core values of Procter & Gamble are: leadership, ownership, honesty, enthusiasm and trust for victory.
What we want to emphasize here is that in the current domestic corporate culture construction, in the flying corporate culture outline, we can see countless expressions of values that are difficult to define clearly, including but not limited to corporate spirit, corporate style, corporate purpose, management philosophy, business philosophy, corporate principles, business philosophy, quality philosophy, talent philosophy and so on. The first is disorderly stacking, and perhaps the enterprise itself can't tell what those are. The second is that there is no hierarchy, so it is difficult to form an effective guiding role for enterprise employees. We don't agree with this practice. There can be many values of an enterprise. Enterprises can judge values at all levels of enterprise management, but there can only be one core value. It is not easy to refine and solidify this article and persevere. Therefore, we believe that the key point is to extract the core values separately and decompose them around to form a value system that can guide the formation of functional culture, business culture and subculture under the support of core values.
It is not long for China enterprises to operate according to the nature of enterprises, and even fewer enterprises can establish and abide by the core values. Compared with western enterprises with a history of more than 100 years, although they were not called corporate culture or core values before the term corporate culture appeared, they already had a relatively mature corporate culture operation system, and entrepreneurs' attention and persistence in corporate culture was enough to make most entrepreneurs in China feel ashamed. As William Hugh Park Jung Su, co-founder of Hewlett-Packard Company, said, "Looking back on my life's efforts, I am most proud of helping to create a company with its values, methods and achievements that have a profound impact on global enterprise management." It can be seen that western entrepreneurs have a deep understanding of how to establish the core concepts of enterprises, especially the influence of core values on enterprises. On the contrary, many entrepreneurs in China don't know what core values are, or think that core values are just to put some fashionable management philosophy or warning words on the wall or write them on paper, otherwise they will make a list.