外文翻譯----企業(yè)生命周期與企業(yè)文化選擇

Enterprise life cycle and the enterprise culture choice N. J: Prentice Hall Journal of Management, 2003, ( 17) : 191- 211. In the 1980s, the American management experts Iraq chuck? Adizes (IChakAdizes) put forward enterprise dr life-cycle theory, it follows the same with biological enterprise life cycle rule, will experience a from birth, growth to aging until death life. Figures show that, 1970 among the fortune global 500 list to 1983, the enterprise should have 1/3 has been extinguished. This list from the enterprise production to decay, average life expectancy is only 40 50 years old. In Japan and Europe, enterprises average life cycle of 125 years. In the United States, the enterprise average 62 less than 5 years the life cycle, live can over 20 years of enterprise accounts for only the total enterprises, only two of the 10 businesses can live for 50 years, but the average life expectancy of Chinese enterprises only 7 8 years old, especially private enterprise, not only average life expectancy is only 2.9 years old, and survival over five years less than 9, more than 8 years of less than 3. Those who once famous enterprise: for this reason, giants, more. After all the brilliance of swamp in acme off bright-coloured, a flash in the pan. Why so many enterprise life cycle is so short? Why then another some enterprise has undergone several hundred years still inheritance evergreen? Scholars have different explain this. Some people think that is the difference, others industrial explanation operational modes for different, still some people find reasons from management system, some people think that entrepreneurs of the pros and cons. Although these claims have certain truth, but seem to have involved in the root of the problem, did not find the enterprise decision. The real reason for heritage evergreen With the emergence of enterprise culture theory and the unceasing development, the enterprise culture , Z theory, seek advantages, Japanese enterprise management art four books published monographs, caused the enterprise culture research upsurge. Enterprise more and more aware of the organizational culture and regulating the important significance of organizational development, more and more profound understanding to an excellent organizational culture on enterprise long-term business and enterprise development plays a potential yet crucial role. Rand corporation, the international management consulting firm McKinsey study found the company, all the achievements are great, the role of enterprise culture is very obvious. Excellent enterprise culture is the worlds 500 to the foundation of success. The fundamental causes of longevity and outstanding, is the constant innovation enterprise culture, and maintain its advanced nature. World famous longevity companies have a common feature, which they have a persistent core values, has its unique, enrich and excellent enterprise culture. Enterprise culture is a kind of strength, with the development of knowledge economy, it to enterprises prosperity and decline will play more and more important role, even the decisive role. Can say, the 21st century enterprise competition between enterprises is the fundamental culture of competition. Who has strength in culture, who has competitive advantage, benefit advantages and development advantage. Although enterprise culture theory is mature and perfect, widely enterprise accepted and used. A large enterprise with excellent enterprise culture in the market competition tide the invincible position. But, on the other hand is countless companies looking for suits own enterprise culture. And some company, because enterprise life cycle and the change of environment, the original enterprise culture has not suitable for enterprise growth, even discourages enterprise from the shackles of sustainable development. Therefore, how to choose conform to the enterprise development needs of the enterprise culture, according to the environment and life cycle changes appropriate choice of enterprise culture, become a relationship between all enterprises are facing the prosperity of the enterprise major issue. The author thinks that, with inner and outer environment analysis enterprise handhold to grasp different life cycle, the main contradiction, through the enterprise principal contradiction to choose the enterprise culture, is the enterprise culture is the only choice. The marxist handhold the contradiction that things, the law of the unity of opposites laws, is the most fundamental materialist dialectics of rules. The self-contradict reveals the essential contents of the associations with things development intrinsic power, is our most basic methods of knowledge. In the enterprise internal, always dont exist countless contradiction, these contradictions unceasing development and transformation, formed the enterprise life cycle goes forward. Contradiction is the enterprise life cycle motivation, the evolution of the enterprise life cycle is contradictory results of progressive struggle. On the other hand, enterprises various contradictions with enterprises prosperity and decline success or failure too closely. Due to the contradictory nature of the complexity of status, and conditions, the solution of the problem varied also. Only found the right solution, solve the contradictions of the principal contradiction, enterprise can unceasingly develop, eventually inheritance evergreen. Different life cycles, each stage the enterprise internal conflict, interest is different, the facing problems and pressure is different, the main inconsistencies also vary wildly, therefore enterprise have different also, must choose match different enterprise culture. But because enterprise life cycle, each phase of the inherent regularity of enterprise culture of normal performance has generality, although as a means of implement cultural kernel with manifestation can vary, but as the core value orientation and management style still have rules. The life cycle analysis of enterprise pointed out the different stages of the main contradiction formation, conversion and integration, and explains the different stages the features of enterprise culture, thus for enterprise culture choice the establishment of complete pattern laid a foundation. Enterprise culture choice must follow some principles, can correctly development and implementation. There are usually has the following four principles: enterprise life cycle associated with enterprise culture choice of principle, the enterprise culture selection and enterprise strategic interrelated principle, universality and individuality, carry forward the principle of combining the tradition and the principle of combining the development innovation. Because enterprise life cycle changes is a long-term incremental process, in order to guarantee the enterprise culture choice of maneuverability, achieve successful culture choice, therefore, it is necessary to find some specific timing. Choose the things change timing reflects the degree. There is a clear changes in the enterprise, mainly in the enterprises survival and development of external politics, economy, culture, science and technology, and environment that significant changes have occurred, the enterprise quantitative change to qualitative changes conversion, thus mastered the degrees, is something the best timing choice of enterprise culture. Usually have the following three time: enterprise business performance materially changes, enterprise management efficiency is low, the increased examing enterprise external environment materially changes. Enterprise culture choice is a systematic project, pinpoint the breakthrough, is the guarantee success choice. The author thinks that point of enterprise culture, choose from the enterprise, must present roughly as follows three based. Starting from the main contradiction, starting from the enterprise the fine tradition of the major change, from the enterprise forward. Enterprise culture choice of content including spiritual culture, system culture, material culture choice. Enterprise culture spirit layer, system layer and physicality is inseparable, they influence each other, interaction, so in enterprise culture when the choice but also from grasping. Enterprise culture type selection is an important link of choice of enterprise culture. Enterprise culture type varied, according to statistics, the existing scholars put forward about 200 species of cultural types. How in the dime found in the enterprise culture type suitable enterprise culture type, principal contradiction is a key. In the initial, enterprises are faced with the main contradiction weak strength. Exploration culture promotes cautious capital management and bold exploit the competition strategy, and is characterized by considering risk/benefit conversion between, clear enterprise this where action, be willing to accept change, dares to innovate, therefore appropriate strength weak start-ups make limited capital investment and a lot of new market development. Meanwhile, exploration culture emphasize consider risk, advocate through careful explore avoid enterprise, its fickle into various traps the character also suitable for enterprise flexible coping market risk. In growing up, the enterprise strength has achieved great growth, market share, but increased competition, looking around at the a inadvertent, easily lead to enterprise die young. The growth of this enterprise faster than the ascension of enterprise entrepreneurs ability, enterprise management level is low speed has become a major conflict. Often leads to low level management enterprise decision makers and, on the other hand, even in a bad year successively on market development, on the other hand, often fall into trap or reckless expansion of diversification. Attacking culture emphasize struggle and offensive spirit, take simple foremost, in a variable system changes, measures, and continued to speed leap to winning, the first, win in attack. In addition, attacking culture also advocate the dovish, emphasize the orderly development of enterprise, against blind offense, avoid enterprise by hot heads blind investment. At maturity, enterprise management level abundant funds, mature, enterprise function properly. But because the enterprise system consummation, the enterprise leaders of the lesser, technical personnel and other reasons, the conservative enterprise innovation spirit gradually disappear. At this time, transformational culture is to solve this principal contradiction best choice. Transformational culture emphasize break existing pattern, praise highly technical innovation and thought innovation, reform the previous system and hierarchy. Through the transformational cultural integration, mature can often heavy calls vitality and vigor. In a recession, the enterprise usually suffer from big enterprise disease, management serious rigidity. At the same time, because of long time lost innovation and dont improve, so the products and technology seriously outdated, losing their competitive edge. Usually the enterprise or die, recession or change. Metamorphosis to type culture emphasize aggressive spirit of enterprise layer, system layer, behavior level and physical comprehensive metamorphosis, through the body eliminate enterprise old abuses of reasonable advanced composition, reserves, to create an entirely new enterprises. Because of the circumstance of the enterprise different, so we cant take some enterprise culture type derivative in one type of enterprise. True sense of enterprise culture type choice for each enterprise, it would be the only. Other enterprise successful experience for reference, and cannot copy only. Enterprise culture type of choice is more the core competitiveness, management concept, management concept, innovation consciousness choice, suitable for all firms enterprise culture type is not exist. Therefore, the enterprise culture type of choice is a dynamic and flexible working, which dont get bogged down in any form and rules, also cannot copy others successful experience. Enterprise culture selection process is a grey hazy set four states of the evolutionary process. In this process, the potential matching enterprise culture type of relevant information constantly replenish and whiting, finally picked the most appropriate enterprise culture, this evolution characteristics based on enterprise life cycle determines the choice of enterprise culture is more than a stage decision-making process, gradual. The author put enterprise culture choice can be grouped into, featured, optimization, enterprise culture flexibility management four stages. The first stage: the primary. Namely, to many potential enterprise culture for fast filtering, determine the candidate goal evaluation. In this phase, the enterprise according to realize the specific situation in life cycle, main contradictions analysis to determine the enterprise to the problems of the enterprise culture, and so as to determine the scope of domain with main the solution of the problem for the principle, according to enterprise culture type matching strategy for preliminary screening. Based on the main conflict resolution of potential enterprise culture search strategy is the key to the stage. Second stage: the selection. According to the first phase of each candidate determined by the nature of enterprise culture and the contradiction between solution oriented quantified compare integratedly, further narrowing the scope of candidate enterprise culture. This one phase key lies in the life cycle according to specific principal contradiction, establishing enterprises with the evaluation index system and the characteristic of choice appraisal method. This phase is mainly aimed at specific index system, adopting effective algorithm to evaluate candidate enterprise culture, and the candidate with similar evaluation value filter of enterprise culture. Stage 3: optimization. According to the life cycle, the main contradiction multi-objective optimization decision analysis, the enterprise culture to integrate different optimization, finally discovers the optimal enterprise culture. Fourth step: elastic management enterprise culture. This one phase mainly is establishing the enterprise culture management mechanism, according to the selected enterprise culture in enterprise operations of the contribution and principal contradiction, the change of dynamic adjustment to reduce because the opportunism behavior and damage and reduce the current enterprise culture choice of opportunity cost. To the enterprise culture follow-up assessment and management is the emphasis. In the actual enterprise culture choice process, the enterprise culture choice of process and mode is vary. The author establish the four-stage model is usually sense the steps necessary to enterprise culture choice. In fact, a successful enterprise culture choice and innovation must be a long-term systematic project, must include the following aspects: seize enterprise life cycle and enterprise principal contradiction this masterstroke, pinpoint opportunity and the breakthrough, determine the enterprise culture choice of content, with enterprise actual situation choose enterprise culture type, and according to the four-steps model selection of concrete steps, finally choosing and establish a good enterprise culture 企業(yè)生命周期與企業(yè)文化選擇 上個世紀(jì)八十年代，美國管理學(xué)家伊查克？愛迪思（ IChakAdizes）博士提出了 企業(yè)生命周期理論，認(rèn)為企業(yè)同生物一樣都遵從 “生命周期 ”規(guī)律，都會經(jīng)歷一個從出生、成長到老化直至死亡的生命歷程。有數(shù)據(jù)表明， 1970 年躋身財富全球 500 強之列的企業(yè)，到 1983 年竟然有 1/3 已經(jīng)銷聲匿跡。這個排行榜上的企業(yè)從產(chǎn)生到衰亡，平均壽命只有 40 50 歲。在日本和歐洲，企業(yè)的平均生命周期為 12.5 年。在美國，有 62 的企業(yè)平均生命周期不到 5年，存活能超過 20 年的企業(yè)只占企業(yè)總數(shù)的 10，只有 2 的企業(yè)能活 50 年，而中國企業(yè)的平均壽命只有 7 8 歲，尤其是民營企業(yè)，不僅平均壽命只有 2.9 歲，而且生存超過 5 年的不到 9、超過 8 年的不到 3.那些曾經(jīng)響當(dāng)當(dāng)?shù)钠髽I(yè)：三株、巨人、愛多 都在極致的輝煌后霎時褪去了鮮艷，曇花一現(xiàn)。與此相對應(yīng)的卻有另一些企業(yè)，歷經(jīng)百年不衰。 為什么這么多企業(yè)生命周期如此短暫？為什么又有另外一些企業(yè)歷經(jīng)百年仍然基業(yè)常青？對此學(xué)者有不同的解釋。有的人認(rèn)為是產(chǎn)業(yè)的差異，有的則解釋為經(jīng)營方式的不同，還有的人從管理制度上找原因，還有些人認(rèn)為是企業(yè)家的優(yōu)劣。盡管這些說法都有一定的道理，但似乎都沒有涉及問題的根本，都沒有找到?jīng)Q定企業(yè)基業(yè)常青的真正原因。 隨著企業(yè)文化理論的出現(xiàn)和不斷發(fā)展，企業(yè)文化、 Z 理 論、尋求優(yōu)勢、日本企業(yè)的管理藝術(shù)四部專著的出版，掀起了企業(yè)文化研究的熱潮。企業(yè)越來越意識到規(guī)范的組織文化對企業(yè)組織發(fā)展的重要意義，越來越深刻認(rèn)識到一種優(yōu)秀的組織文化對企業(yè)長期經(jīng)營業(yè)績和企業(yè)的發(fā)展起著潛在的卻又至關(guān)重要的作用。 蘭德公司、麥肯錫公司和國際管理咨詢公司研究發(fā)現(xiàn)，凡是業(yè)績輝煌的公司，企業(yè)文化的作用都十分明顯。優(yōu)秀的企業(yè)文化是世界 500 強得以成功的基石。長壽公司出類拔萃的根本原因，就在于不斷創(chuàng)新企業(yè)文化，并保持其先進(jìn)性。世界上著名的長壽公司都有一個共同特征，就是它們都有一套堅持不懈的核心價 值觀，有其獨特的、不斷豐富和發(fā)展的優(yōu)秀企業(yè)文化。企業(yè)文化是一種力量，隨著知識經(jīng)濟的發(fā)展，它對企業(yè)的興衰將發(fā)揮越來越重要的作用，甚至是決定性的作用。可以說， 21 世紀(jì)企業(yè)之間的競爭，根本的是企業(yè)文化的競爭。誰擁有文化優(yōu)勢，誰就擁有競爭優(yōu)勢、效益優(yōu)勢和發(fā)展優(yōu)勢。 雖然企業(yè)文化理論日漸發(fā)展成熟和完善，廣泛地被企業(yè)接受和應(yīng)用。一大批企業(yè)憑借著優(yōu)秀的企業(yè)文化在市場競爭的大潮中立于不敗之地。但是，另一方面是無數(shù)家企業(yè)在苦苦尋找適合自己的企業(yè)文化。還有一些企業(yè)，由于企業(yè)生命周期和環(huán)境的變化，原有的企業(yè)文化已不適合企業(yè)成長， 甚至成為阻礙企業(yè)持續(xù)發(fā)展的桎梏。因此，如何選擇符合企業(yè)發(fā)展需要的企業(yè)文化，如何根據(jù)環(huán)境和生命周期的變化選擇適宜的企業(yè)文化，成為所有企業(yè)面臨的一個關(guān)系企業(yè)興衰的重大課題。 筆者認(rèn)為，用矛盾論來分析企業(yè)內(nèi)外部環(huán)境，抓住不同生命周期的主要矛盾，通過企業(yè)主要矛盾來來選擇企業(yè)文化，是企業(yè)文化選擇的必由之路。 馬克思主義的矛盾論，即事物的矛盾法則，對立統(tǒng)一的法則，是唯物辯證法的最根本的法則。矛盾論揭示了事物聯(lián)系的實質(zhì)內(nèi)容和事物發(fā)展的內(nèi)在動力，是我們最根本的認(rèn)識方法。在企業(yè)內(nèi)部，無時無刻不存在著無數(shù)個矛盾，這些矛盾的不斷 發(fā)展和轉(zhuǎn)化，形成了企業(yè)生命周期的向前推移。矛盾是企業(yè)生命周期演化的動力，企業(yè)生命周期的遞進(jìn)是矛盾斗爭的結(jié)果。另一方面，企業(yè)的各種矛盾也與企業(yè)的興衰成敗息息相關(guān)。由于矛盾的性質(zhì)、地位以及條件的復(fù)雜性，矛盾的解決也多種多樣。只有找到了正確的矛盾解決辦法，解決主要矛盾，企業(yè)才能不斷發(fā)展，最終基業(yè)常青。 不同的生命周期，各個階段企業(yè)內(nèi)部的沖突、利益不同，面臨的問題和壓力不同，存在的主要矛盾也大相徑庭，因此企業(yè)所擁有的選擇也不同，必然要求不同的企業(yè)文化相匹配。但由于企業(yè)生命周期的內(nèi)在規(guī)定性，每個階段企業(yè)文化的正常表現(xiàn) 都有共性，盡管作為實現(xiàn)文化內(nèi)核的手段與表現(xiàn)形式可以千差萬別，但作為核心的價值取向和經(jīng)營風(fēng)格仍有規(guī)律可循。對企業(yè)生命周期的分析指明了不同階段主要矛盾的形成、轉(zhuǎn)換和整合，說明了不同階段企業(yè)文化的特點，從而為企業(yè)文化選擇完整模式的建立奠定了基礎(chǔ)。 企業(yè)文化選擇必須遵循一定的原則，才能正確地開展和實施。通常有有如下四原則：企業(yè)生命周期與企業(yè)文化選擇相關(guān)聯(lián)的原則，企業(yè)文化選擇與企業(yè)戰(zhàn)略相互關(guān)聯(lián)的原則，共性與個性相結(jié)合的原則，弘揚傳統(tǒng)與發(fā)展創(chuàng)新相結(jié)合的原則。 由于企業(yè)生命周期的變化是一個長期漸進(jìn)的過程，為了保證企業(yè)文化 選擇的可操作性，實現(xiàn)成功的文化選擇，因此有必要找到一些具體的時機。選擇的時機體現(xiàn)了事物變化的度。在企業(yè)出現(xiàn)明顯變化，主要是在企業(yè)生存發(fā)展的外部政治、經(jīng)濟、文化、科技環(huán)境發(fā)生了重大變化，表明了企業(yè)量變到質(zhì)變的轉(zhuǎn)換，因此掌握事物的度，是進(jìn)行企業(yè)文化選擇的最佳時機。通常有以下三個時機：企業(yè)經(jīng)營業(yè)績發(fā)生重大變化時，企業(yè)管理掣肘增多效率低下時，企業(yè)外部環(huán)境發(fā)生重大變化時。 企業(yè)文化選擇是一項系統(tǒng)工程，找準(zhǔn)切入點，是成功選擇的保證。筆者認(rèn)為，選擇企業(yè)文化的切入點，必須從企業(yè)現(xiàn)況出發(fā)，大致有如下三點。從主要矛盾入手，從企業(yè)的優(yōu)良傳統(tǒng)入手，從企業(yè)的重大變化入手。 企業(yè)文化選擇的內(nèi)容包括精神文化、制度文化、物資文化的選擇。企業(yè)文化的精神層、制度層和物質(zhì)層是密不可分的，它們相互影響、相互作用，因此在企業(yè)文化選擇時也要從整體上把握。 企業(yè)文化類型的選擇是企業(yè)文化選擇的重要環(huán)節(jié)。企業(yè)文化類型多種多樣，據(jù)統(tǒng)計，現(xiàn)有學(xué)者共提出近 200 種文化類型。如何在多如牛毛的企業(yè)文化類型中找到適宜的企業(yè)文化類型，主要矛盾是一把鑰匙。 在初創(chuàng)期，企業(yè)面臨著實力弱小的主要矛盾。探索型文化提倡謹(jǐn)慎的資本管理和大膽開拓的競爭策略，其特征為考慮風(fēng)險 /利益之間的轉(zhuǎn)換，明確企業(yè)該在何處行動，樂于接受改變，敢于創(chuàng)新，因此適宜實力弱小的初創(chuàng)企業(yè)進(jìn)行有限的資本投入和大量的新市場