中小企业的企业文化外文翻译文献中英文

外文文献翻译原文及译文中小企业的企业文化外文文献翻译中英文最新文献出处：Sophie Peillon, Nadine Dubruc, Mary Mansour.Service and customer orientation of corporate culture in a French manufacturing SME JProcedia CIRP, Volume 73, 2018, Pages 91-95译文字数：5000多字原文Service and customer orientation of corporate culture in a French manufacturing SMESophie Peillon， Nadine Dubruc， Mary MansourAbstractThe role of corporate culture in achieving servitization strategies is a recurrent issue in the servitization literature. The assumption is that corporate culture can have a profound impact on the effectiveness of the organization. Hence, manufacturing firms that pursue a servitization strategy should align their corporate culture, and move from a product-oriented culture to a service-oriented one. Based on action research, we have investigated the service and customer orientation of the corporate culture of a French manufacturing SME that has successfully developed product-related services. Our results show that its corporate culture is characterized by embeddedness between product and service organization, and a strong customer orientation. This leads us to challenge the way corporate culture is dealt with in the servitization literature.Keywords：corporate culture，servitization，manufacturing SME，action-research1 IntroductionThis paper stems from action research on a French manufacturing SME. This company has quite a large installed base of products and has developed a wide range of services over time. Its business is quite successful and, according to the companys management, this is mainly related to the customer orientation of the companys culture. The company is growing but also facing high staff turnover, due both to its growth and its age structure engendering numerous retirements. This therefore prompted the companys management to question whether this turnover was likely to endanger its service strategy by weakening the corporate culture (CC) that has enabled the successful development of services.We developed a framework in order to analyze the companys culture. The purpose was to evaluate the service and customer orientation of the CC and to question whether this orientation had been weakened by the staff turnover. The methodology relies on both interviews and secondary data analysis.This study led us to question the way CC is dealt with in the servitization literature. It does indeed rely on two questionable assumptions. The first is that a service-oriented culture is generally considered as the opposite to a product- oriented culture and some authors recommend separating the service organization from the product organization. In our opinion, especially in manufacturing SMEs, product and service complement each other and an embedded product- service culture is needed in order to better meet with customer demands and needs. The customer and the way the firm can anticipate and satisfy its demands are key. The second is that authors tend to consider CC as a tool that could be used by managers and leaders in a top-down approach in order to “implement” a service-oriented mindset. From our point of view, CC should be seen more as a “root” that is as a relational and socially constructed learning process, supported by staff skills and knowledge.The remainder of this paper is structured as follows: we first present the conceptual background on servitization and CC. Then we present our methodology, based on an in-depth case study and our main findings. We finally discuss our results and suggest some perspectives for research.2 Servitization and corporate culture2.1 Service orientation of CCThe role of CC in achieving servitization strategies is a recurrent issue in the servitization literature.Most definitions of CC used in servitization literature are based on Schein. The assumption underlying organizational culture is that it can have a profound impact on the effectiveness of the organization: “ If organisational culture pervades our beliefs, values and behaviour then it will govern the decision-making and problem-solving processes of the organisation. It will influence the goals, means and manner of action”.Hence, service orientation of CC is often presented as one of the major factors in the successful implementation of a service-oriented strategy in industrial companies.Gebauer et al define corporate (or organizational) culture as consisting of “the attitudes, experiences, beliefs and values of an organization”. They argue that service orientation of CC in manufacturing companies can be separated into two dimensions: service orientation of values and service orientation of behavior. They additionally distinguish between two levels, managers and employees, and end up with four “categories”: service orientation of manager values; service orientation of manager behavior; service orientation of employee values, and service orientation of employee behavior.Service-oriented culture is generally seen as the opposite to product-oriented culture. In order to succeed in their service strategy, companies should overcome their typical “cultural” habits of product manufacturers which are counterproductive to the objective of increasing service revenue. However, changes in corporate culture represent a critical hurdle and are at the least a real challenge for manufacturing companies. Moreover, there can be a clash between the existing manufacturing “dominant culture” and the service-oriented “counterculture”. Hence, some authors argue that a separate service organization is needed in order to protect the emerging service culture from the values and incentives predominant in the manufacturing organization.In order to support a more service-oriented business, there is thus the need to implement changes in the CC and “inculcate service-related climate and culture”. Firms need to “establish a service culture” and this is mainly a question of human resource management and leadership. Employees should be trained and empowered and managers need to abandon their product-centric structure in order to become more customer-centric.2.2Customer orientation of CCProviding services that are highly customized requires a high intensity in customer relationship. The importance for manufacturing firms of having customer-centric behavior is further underlined in the Service-Dominant (S-D) logic. Vargo and Lusch argue that the service is the basic exchange unit of economy. In an S-D logic, goods are seen as service distribution or provisioning mechanisms and the firm as an essential service provisioning agent in a complex and adaptive value network. Customer, skills and knowledge are considered as the main firm resources. Actors are considered as resource integrators: the producer employs staff with different skills and knowledge to provide micro-specialized competences to support the product. These competences are integrated to provide a total solution to customers.The S-D logic is characterized by several principles, among which “a service-centered view” which is inherently customer-oriented and relational”. In this logic, the customer-provider relationship moves from a transactional to a relational nature. In a transactional view, “exchange is based on price, there are anonymous buyers and sellers, and a clear boundary exists between the organization and the customer”, whereas in relational markets “goal congruence is present, the organization and the customer realize that the potential gains from acting cooperatively exceed the gains from acting opportunistically”. Hence, customer relationships become increasingly proactive, flexible, customized and long-term.In the PSS model, the producer provides the customer with an integrated solution, including services in the value proposition to maximize the customers performance. “Everything done is all for the customer”: the producer has to make the customer top priority and maintain a good relationship with it. Hence, PSS is customer-oriented and relational.We built on this conceptual background to create a framework in order to analyze the CC of the case company C. This framework and the overall research method are presented in the next section.3 Methodology3.1 Case descriptionBased in France, company C is an OEM (Original Equipment Manufacturer) which provides production facilities mainly for the agro-food industry. It sells either individual sets of manufacturing equipment or entire production lines.C is a medium-sized company which employs almost 300 employees; its turnover was about 60 million in 2016 with exports accounting for 80% of its business. The company does in fact have several offices and subsidiaries abroad and customers in more than 90 different countries around the world.For many years, C has developed quite a wide range of services around its installed base of products and ensures local services to its customers around the world. The service offer includes replacement and optimization of parts, upgrading and modernization of equipment, supply of second-hand equipment, support and after-sales services, advice and assistance, technical expertise and audits, remote assistance, process assistance and training, process expertise, innovation support, specialist seminars and training. C achieved 50% of its revenue in service sales in 2016.There has been growth in the revenue generated by the sale of services, especially over the last five years. This growth is mainly due to an increase in sales of spare parts and upgrades which account for the largest share of sales of services (80%).Company C has also extensive history given that it was created more than 60 years ago. It is currently growing and facing high staff turnover, due to this growth and numerous retirements. For 3 years, 40 to 50 people have been recruited per year and more than 45% of the staff has seniority of less than 5 years. This therefore prompted the companys management to question whether this turnover was likely to endanger its service strategy by weakening the corporate culture (CC) that has enabled the successful development of services.3.2 Data collection & analysisData on the companys culture were collected through engaged scholarship. In engaged scholarship (action research), the author compiles not only insights into multiple sources of evidence (company documentation, internal workshops and meetings, interviews), but is also able to observe day-to-day practices and contextualize the collected data. Engaged scholarship does also have limitations, since as an action researcher, the author is not an independent observer which can threaten the validity and reliability of the research. However engaged scholarship and action research are considered as enhancing creativity in theory building.Primary data were collected through interviews. 21 interviews of about 1 hour and a half each were performed with senior and junior employees and managers, from France and abroad and from almost each department of company C. All the interviews were performed in November and December 2017. Secondary data such as company documentation, website and meeting reports were also gathered and analyzed. The purpose was to assess the service and customer orientation of the companys CC. This was split into 2 questions: 1) how is the companys current CC characterized and is it shared among the members? 2) Is this CC oriented towards products, services or customers? Interviews were built in 2 main parts:Interviewees knowledge and understanding of the company itself: companys history and evolution, technologies and internal processes, current business including products and services, etc.Interviewees relationships with customers and his/her understanding of customer requirements: customer awareness, customer satisfaction measurement, commitment, etc.The CC analysis was also complemented through the secondary data processing which provided us with additional elements including organizational aspects.4 Empirical findings4.1 Corporate culture characteristicsWe were able to notice a number of elements that seemed to be shared among the companys staff; these are summarized below.The company has extensive history given that it was created 60 years ago. The staff is aware of this background and generally proud to be part of this success story. Even junior employees and managers know and mention this history. It seems to stem from two organizational practices: all newcomers have a period of integration (3 weeks) during which they are introduced to the companys history, business, technologies, products, etc. They spend this period in several departments in order to get to know the whole organization and to fit in well. The second practice is that each newcomer has a kind of mentor, a partner he/she works with in the beginning. Here again, this allows for newcomers to fit it well and for senior employees and managers to transfer their implicit knowledge more easily.All interviewees and especially junior ones told of how they were happy to work in a healthy business. They knew the company was growing and that this was partly due to the service development. Managers were specifically aware of (and in line with) the companys service strategy.The company is highly internationalized and almost all its (junior and senior) members are bi or multilingual. They are aware that Cs business is worldwide and that customer requirements differ from one area to another, if only from a legal point of view.More generally, the staff does its utmost to accommodate its customers requirements, even though these may seem far- fetched. One anecdote is particularly enlightening: one day a customer asked for a set of equipment to be painted pink which is not, of course, the standard color of the equipment that is sold. This demand was agreed and the company sold its first and only “pink machine”! This compliance to customer requirements can even create problems when foreign customers ask for specific legal documents (for instance invoices) that have to be drafted in two, three or more ways to comply with their requirements.In order to better meet with customer needs and strengthen customer orientation, the commercial organization was transformed in 2011. Before, the sale of products was separated from that of services. The sales representatives only supported the products in a field of application; services were promoted and sold by a specific department. For two years now, the sales people have become the only customer interface; all enquiries regarding products and services, go through them, and afterwards they dispatch the demands to the right people inside the organization. There is still a specific department dedicated to services but it is not in charge of the commercial relationship; it backs up the sales people. The goal was of course to sell more services but this also led to difficulties since sales people have to be more skillful and knowledgeable in the technical aspects of the equipment.4.2 The product and service organization of company CEngaged scholarship and secondary data analysis allowed us to delineate the product-service organization within company C.As we have seen, the sales people are the priority customer interface and the customer enquiries are subsequently transmitted to all the relevant departments. Thus, the service management is not only supported by the service department. Functions related to service are mixed with functions related to products and this is very clear in the organization chart of the company (figure 1), where the service department (“Service Team”) appears in grey with the departments not directly in charge of the service management but contributing to the performance thereof, in grey and white stripes. The commercial, manufacturing, engineering and technology & process managements are also part of service performance.Beyond organizational issues, the people are really involved in customer satisfaction. Wherever they are in the organization, even in support managements such as finance and even if they do not have direct relationships with customers, they are concerned about customer satisfaction and do their utmost to meet the customers requests.5 DiscussionThe findings clearly show that, contrary to what is suggested by most authors, product and service organization and culture are really embedded in company C.Our explanation for this is twofold. First, C is an SME lacking in size to build a specific business unit dedicated to services. Second, and more importantly, the services offered by C are highly related to its installed base of products. So far and probably for another few years, Cs service strategy has and will rely heavily on its products to develop basic and intermediate services. For the moment, the company has decided to focus on product-related services and not considered offering advanced services, such as rental agreement and revenue through use. Hence, until now, Cs organization seems to be perfectly adapted to its service strategy, however, this embeddedness between product and service organization and culture could become a problem when C decides to change its service strategy to launch more advanced services.Moreover, CC is shaped by the companys particular history. From the 1960s, the company had co-development relationships with its customers which is how it could develop some of its major innovations. At present, the company has three research centers, one in France and two abroad, within its subsidiaries, in order to work in close collaboration with its customers. Company C either supports its client development process in its research centers, or participates in co- development programs with them. Hence, company Cs CC has always been oriented towards technological expertise to the benefit of its customers.Three main theoretical co