外文翻譯-我國家族企業(yè)管理

1、畢業(yè)設(shè)計(jì)(論文)外文資料翻譯學(xué)院（系）： 計(jì)算機(jī)科學(xué)與技術(shù)學(xué)院 專 業(yè)： 信息管理與信息系統(tǒng) 姓 名： 江 展 學(xué) 號(hào)： 200717020305 外文出處： European Management Journal Vol.19,No.3,pp.268275,2001 附 件： 1.外文資料翻譯譯文；2.外文原文。 指導(dǎo)教師評(píng)語： 簽名： 2011 年 3 月 1 5日附件1：外文資料翻譯譯文原文來源：歐洲管理雜志卷，2001年11月19日，第3期，268頁-275頁。企業(yè)文化在過去十年中'企業(yè)文化'對(duì)組織整體的績(jī)效有重要影響已成為公認(rèn)的事實(shí)（錫爾和馬丁，1990年顯著影響;科

2、特和赫斯克特，1992年）?；蛎魇净虬凳荆驯煌贫?，企業(yè)文化會(huì)影響一個(gè)公司的整體財(cái)務(wù)表現(xiàn)。盡管有這一推定，但是很少有針對(duì)企業(yè)文化對(duì)財(cái)務(wù)績(jī)效的影響的實(shí)證研究。不過這有一個(gè)例外，科特和赫斯克特（1992）對(duì)不同的公司進(jìn)行了宏觀層面上研究，比較了（先驗(yàn)）'強(qiáng)勢(shì)文化公司'與'弱勢(shì)文化的樣本公司（1992年，第19頁來自22個(gè)不同行業(yè)） 。不過，他們和其他人一樣也沒有針對(duì)某一家單一的公司中企業(yè)文化對(duì)財(cái)務(wù)績(jī)效影響的研究。在某種程度上，這可能是因?yàn)殡y于獲得適當(dāng)?shù)难芯奎c(diǎn)。不過，這是我們對(duì)這一現(xiàn)象的認(rèn)識(shí)分歧。因此，本文的目的是發(fā)現(xiàn)在某單一公司中企業(yè)文化對(duì)財(cái)務(wù)績(jī)效的影響。它提供了一個(gè)比較

3、難得的機(jī)會(huì)，去探討企業(yè)文化與財(cái)務(wù)績(jī)效之間的關(guān)系。文化的本質(zhì)企業(yè)文化的概念已經(jīng)融入管理詞匯和思想中。雖然有許多不同的概念，但大至的中心是企業(yè)文化關(guān)系到組織的核心價(jià)值觀。反過來，價(jià)值觀對(duì)組織、基礎(chǔ)決策和行為有重要影響。所有組織都有自己的文化或影響組織成員行為的價(jià)值觀，如客服，績(jī)效標(biāo)準(zhǔn)，創(chuàng)新能力等。越來越多的組織把他們的成功歸因于他們的文化管理。例如，星巴克咖啡公司，在過去的十年該公司已經(jīng)從只有西雅圖的兩個(gè)零售店發(fā)展成又有2500家店的跨國公司，他們將他們的文化視為其成功的關(guān)鍵因素，具體來說，該公司的發(fā)展模式是：“我們對(duì)待我們的員工的方式會(huì)影響員工對(duì)待客戶的方式，反過來，我們的成功，其中包括財(cái)務(wù)業(yè)績(jī)

4、。”這種信念導(dǎo)致了該公司的大量員工去實(shí)踐旨在提高對(duì)公司的自我認(rèn)同。這些措施包括廣泛使用股票期權(quán)和對(duì)每周工作超過二十小時(shí)的員工提供全額補(bǔ)貼。在多領(lǐng)域中的企業(yè)文化影響企業(yè)行為和決策。然而，似乎在四個(gè)關(guān)鍵領(lǐng)域中，所有組織必須管理好自己的文化和價(jià)值觀：（1）客戶服務(wù)，（2）員工或人力資本的管理，（3）組織性能標(biāo)準(zhǔn)，以及（4）問責(zé)意識(shí)。這些是所有組織應(yīng)該關(guān)注的企業(yè)文化的關(guān)鍵領(lǐng)域。當(dāng)然，也有很多其他的組織績(jī)效應(yīng)受關(guān)注，但這些往往是對(duì)一些特殊的公司。這種額外的領(lǐng)域可以包括在創(chuàng)新，企業(yè)公民意識(shí)，對(duì)變化的開發(fā)程度，以及其他。文化與組織績(jī)效企業(yè)文化影響企業(yè)績(jī)效的基本模式基是基于以下幾個(gè)關(guān)鍵點(diǎn)：第一，文化會(huì)影響目標(biāo)

5、的實(shí)現(xiàn)。更具體地說，具有強(qiáng)勢(shì)文化的公司比有弱勢(shì)文化的公司更容易實(shí)現(xiàn)自身目標(biāo)。由于有可靠的動(dòng)機(jī)，所謂的強(qiáng)勢(shì)文化組織被認(rèn)為有較高的成功率，正如科特和赫斯克特所說，強(qiáng)大的文化說經(jīng)常被認(rèn)為有助于提高績(jī)效，因?yàn)樗鼈冊(cè)趩T工創(chuàng)造了一個(gè)不尋常的動(dòng)機(jī)水平（1992年，第16頁）。除了文化和財(cái)務(wù)績(jī)效之間關(guān)系的假設(shè)外，文化也已經(jīng)被視為是實(shí)現(xiàn)組織績(jī)效和成功的重要組成部分（Flamholtz和蘭德爾，1998年，2000年）。研究發(fā)現(xiàn)企業(yè)文化是組織實(shí)現(xiàn)其功能的六要素之一。并反過來，也包括影響財(cái)務(wù)績(jī)效（福萊姆霍特茲，1995年; 福萊姆霍特茲和蘭德爾，1998年，2000年）。具體來說，企業(yè)文化已被視為是一個(gè)成功組織應(yīng)具

6、備的關(guān)鍵模塊。這一模式，將受到進(jìn)一步的實(shí)證研究支持（福萊姆霍特茲和艾克，2000年）。研究問題本文研究一般問題是：企業(yè)文化和財(cái)務(wù)績(jī)效之間是否存在一定的關(guān)系？具體研究問題是：企業(yè)文化和財(cái)務(wù)績(jī)效之間的決定因素。結(jié)果所得的數(shù)據(jù)比照后的結(jié)果顯示在下圖中。X軸顯示“分區(qū)協(xié)議與企業(yè)文化的分?jǐn)?shù)”。這能衡量企業(yè)文化和存在于各部門中的文知覺間的相似程度，它可以被看作是一種衡量各部門“買進(jìn)”文化的方法。在某種程度上人們認(rèn)為，他們各部門的行為是與公司期望的文化一致的。Y軸表示各部門的EBIT（息稅前利潤(rùn)）值。附件2：外文原文Source：European Management Journal Vol. 19, No

7、. 3, pp. 268275, 2001Corporate CultureDuring the past decade it has become recognized that corporate culture has a significant impact on overall organizational performance (Siehl and Martin, 1990; Kotter and Heskett, 1992). Explicitly or implicitly, it has been presumed that corporate culture affect

8、s the overall financial performance of a firm. In spite of this presumption, there has been very little empirical research dealing with the financial effects of corporate culture. In one notable exception, Kotter and Heskett (1992) conducted macro-level research on different companies, and compared

9、samples of (a priori) strong culture companies with weak culture companies (1992, p. 19) from 22 different industries.However, neither they nor others have done much research on the effects of culture on financial performance of a single firm. In part, this might be due to the difficulties of gainin

10、g a suitable research site. Nevertheless, there is a gap in our understanding of this phenomenon. Accordingly, the purpose of this article is to report the results of a field study of the impact of corporate culture on the bottom line, or financial performance, of a firm. It presents the results of

11、a relatively singular opportunity to investigate the relationship between corporate culture and financial performance in a single firm.The Nature of CultureThe concept of corporate culture has become embedded in management vocabulary and thought.Although there are many different definitions of the c

12、oncept, the central notion is that culture relates to core organizational values. In turn, values are things which are important to organizations and underpin decisions and behavior. All organizations have cultures or sets of values which influence the way people behave in a variety of areas, such a

13、s treatment of customers, standards of performance,innovation, etc. An increasing number of successful organizations have, at least in part, attributed their success to effective culture management. For example, Starbucks Coffee Company, which has grown from just two retail stores in Seattle (USA) t

14、o more than 2500 stores world-wide during the past decade, views culture as a critical factor in the organizations success (Schultz and Yang, 1997; Flamholtz and Randle, 1998). Specifically, the companys paradigm is that: the way we treat our people affects they way our people treat our customers, a

15、nd, in turn, our success, which includes financial performance. This belief has led the company to a number of human resource practices that are designed to enhance peoples feeling of being valued by the company. These include the widespread use of stock options and the practice of providing full be

16、nefits to all employees who work more than 20 hours per week.There are many areas in which corporate culture influences behavior and decision-making. However,there appear to be four key areas in which all organizations must manage their culture or values: (1) the treatment of customers, (2) the trea

17、tment of an organizations own people or human capital, (3) standards of organizational performance, and (4) notions of accountability. These are the key areas of cultural concern for all organizations. Naturally, there are also many other areas of organizational performance that are of concern, but

18、these tend to be more idiosyncratic to specific firms. Such additional areas can include beliefs with respect to innovation, corporate citizenship, openness to change, as well as others.Culture and Organizational PerformanceThe basic paradigm underlying the notion that culture affects performance is

19、 based upon a few keyideas. The first is that culture affects goal attainment. More specifically, companies with strong cultures are more likely to achieve their goals than those with relatively weak cultures. So-called strong-culture organizations are thought to have a higher degree of organization

20、al success (measured in market value or other financial measures of performance), because of a believed link to motivation. As stated by Kotter and Heskett, strong cultures are often said to help business performance because they create an unusual level of motivation in employees (1992, p.16).In add

21、ition to the hypothesized relationship between culture and financial performance, culture also has come to be viewed as component of other organizational effectiveness or success models (Flamholtz and Randle, 1998, 2000). It has been theorized that the role of culture, as part of a six factor framew

22、ork, explains organizational effectiveness and, in turn, financial performance (Flamholtz, 1995; Flamholtz and Randle, 1998, 2000). Specifically, culture has been viewed as a critical organizational development area, or key strategic building block, of successful organizations. This framework has, in turn, been supported by further empirical research (Flamholtz and Aksehirli, 2000).Research QuestionThe general research question this article addresses is: Is there a relationship between a corpo