外文翻译----企业生命周期与企业文化选择

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 企业生命周期与企业文化选择 上个世纪八十年代，美国管理学家伊查克？爱迪思（ IChakAdizes）博士提出了 企业生命周期理论，认为企业同生物一样都遵从 “生命周期 ”规律，都会经历一个从出生、成长到老化直至死亡的生命历程。有数据表明， 1970 年跻身财富全球 500 强之列的企业，到 1983 年竟然有 1/3 已经销声匿迹。这个排行榜上的企业从产生到衰亡，平均寿命只有 40 50 岁。在日本和欧洲，企业的平均生命周期为 12.5 年。在美国，有 62 的企业平均生命周期不到 5年，存活能超过 20 年的企业只占企业总数的 10，只有 2 的企业能活 50 年，而中国企业的平均寿命只有 7 8 岁，尤其是民营企业，不仅平均寿命只有 2.9 岁，而且生存超过 5 年的不到 9、超过 8 年的不到 3.那些曾经响当当的企业：三株、巨人、爱多 都在极致的辉煌后霎时褪去了鲜艳，昙花一现。与此相对应的却有另一些企业，历经百年不衰。 为什么这么多企业生命周期如此短暂？为什么又有另外一些企业历经百年仍然基业常青？对此学者有不同的解释。有的人认为是产业的差异，有的则解释为经营方式的不同，还有的人从管理制度上找原因，还有些人认为是企业家的优劣。尽管这些说法都有一定的道理，但似乎都没有涉及问题的根本，都没有找到决定企业基业常青的真正原因。 随着企业文化理论的出现和不断发展，企业文化、 Z 理 论、寻求优势、日本企业的管理艺术四部专著的出版，掀起了企业文化研究的热潮。企业越来越意识到规范的组织文化对企业组织发展的重要意义，越来越深刻认识到一种优秀的组织文化对企业长期经营业绩和企业的发展起着潜在的却又至关重要的作用。 兰德公司、麦肯锡公司和国际管理咨询公司研究发现，凡是业绩辉煌的公司，企业文化的作用都十分明显。优秀的企业文化是世界 500 强得以成功的基石。长寿公司出类拔萃的根本原因，就在于不断创新企业文化，并保持其先进性。世界上著名的长寿公司都有一个共同特征，就是它们都有一套坚持不懈的核心价 值观，有其独特的、不断丰富和发展的优秀企业文化。企业文化是一种力量，随着知识经济的发展，它对企业的兴衰将发挥越来越重要的作用，甚至是决定性的作用。可以说， 21 世纪企业之间的竞争，根本的是企业文化的竞争。谁拥有文化优势，谁就拥有竞争优势、效益优势和发展优势。 虽然企业文化理论日渐发展成熟和完善，广泛地被企业接受和应用。一大批企业凭借着优秀的企业文化在市场竞争的大潮中立于不败之地。但是，另一方面是无数家企业在苦苦寻找适合自己的企业文化。还有一些企业，由于企业生命周期和环境的变化，原有的企业文化已不适合企业成长， 甚至成为阻碍企业持续发展的桎梏。因此，如何选择符合企业发展需要的企业文化，如何根据环境和生命周期的变化选择适宜的企业文化，成为所有企业面临的一个关系企业兴衰的重大课题。 笔者认为，用矛盾论来分析企业内外部环境，抓住不同生命周期的主要矛盾，通过企业主要矛盾来来选择企业文化，是企业文化选择的必由之路。 马克思主义的矛盾论，即事物的矛盾法则，对立统一的法则，是唯物辩证法的最根本的法则。矛盾论揭示了事物联系的实质内容和事物发展的内在动力，是我们最根本的认识方法。在企业内部，无时无刻不存在着无数个矛盾，这些矛盾的不断 发展和转化，形成了企业生命周期的向前推移。矛盾是企业生命周期演化的动力，企业生命周期的递进是矛盾斗争的结果。另一方面，企业的各种矛盾也与企业的兴衰成败息息相关。由于矛盾的性质、地位以及条件的复杂性，矛盾的解决也多种多样。只有找到了正确的矛盾解决办法，解决主要矛盾，企业才能不断发展，最终基业常青。 不同的生命周期，各个阶段企业内部的冲突、利益不同，面临的问题和压力不同，存在的主要矛盾也大相径庭，因此企业所拥有的选择也不同，必然要求不同的企业文化相匹配。但由于企业生命周期的内在规定性，每个阶段企业文化的正常表现 都有共性，尽管作为实现文化内核的手段与表现形式可以千差万别，但作为核心的价值取向和经营风格仍有规律可循。对企业生命周期的分析指明了不同阶段主要矛盾的形成、转换和整合，说明了不同阶段企业文化的特点，从而为企业文化选择完整模式的建立奠定了基础。 企业文化选择必须遵循一定的原则，才能正确地开展和实施。通常有有如下四原则：企业生命周期与企业文化选择相关联的原则，企业文化选择与企业战略相互关联的原则，共性与个性相结合的原则，弘扬传统与发展创新相结合的原则。 由于企业生命周期的变化是一个长期渐进的过程，为了保证企业文化 选择的可操作性，实现成功的文化选择，因此有必要找到一些具体的时机。选择的时机体现了事物变化的度。在企业出现明显变化，主要是在企业生存发展的外部政治、经济、文化、科技环境发生了重大变化，表明了企业量变到质变的转换，因此掌握事物的度，是进行企业文化选择的最佳时机。通常有以下三个时机：企业经营业绩发生重大变化时，企业管理掣肘增多效率低下时，企业外部环境发生重大变化时。 企业文化选择是一项系统工程，找准切入点，是成功选择的保证。笔者认为，选择企业文化的切入点，必须从企业现况出发，大致有如下三点。从主要矛盾入手，从企业的优良传统入手，从企业的重大变化入手。 企业文化选择的内容包括精神文化、制度文化、物资文化的选择。企业文化的精神层、制度层和物质层是密不可分的，它们相互影响、相互作用，因此在企业文化选择时也要从整体上把握。 企业文化类型的选择是企业文化选择的重要环节。企业文化类型多种多样，据统计，现有学者共提出近 200 种文化类型。如何在多如牛毛的企业文化类型中找到适宜的企业文化类型，主要矛盾是一把钥匙。 在初创期，企业面临着实力弱小的主要矛盾。探索型文化提倡谨慎的资本管理和大胆开拓的竞争策略，其特征为考虑风险 /利益之间的转换，明确企业该在何处行动，乐于接受改变，敢于创新，因此适宜实力弱小的初创企业进行有限的资本投入和大量的新市场