中西方企业文化的差异和融合英语论文专业论文

1、 and Western Corporate Cultures On the Differences and Integration of Chinese 中西方企业文化的差异和融合 Contents Abstract1Abstract (Chinese)2I. Introduction3II. Literature Review3III. Differences between Chinese and Western Corporate Cultures 53.1 Differences in Social Cultures53.1.1 Individualism VS Collectivi

2、sm53.1.2 Christianity VS Confucianism63.2 Differences in Corporate Cultures63.2.1 The Business Values63.2.2 The Management Models73.2.3 The Organization Structures8IV. Integration of Corporate Cultures104.1The Problems on Corporate Cultures Integration104.1.1 The Communicative Ways104.1.2 The Social

3、 Rules and Customs114.2 The principles of Corporate Culture Integration124.2.1 Inheritance and Innovation124.2.2 Care for Humanities144.2.3 Step by Step14V. Conclusion16References17Acknowledgement18AbstractCorporate culture has a better development for enterprises, while China and the West have diff

4、erent corporate cultures. Cultural differences are reflected in social culture, values, and religion. Chinese and Western corporate cultures also need to be integrated and learn from each other. Therefore, it is of great significance to help Chinese and Western companies to take their best from each

5、 other and promote corporate culture in both countries.With the booming world economy, foreign companies have entered the Chinese market, and Chinese companies have continued to move toward the world. Both sides can learn advantages from each other. The research in this paper helps Chinese and Weste

6、rn companies to better understand the advantages of corporate culture; it helps us to understand the differences between corporate cultures and helps domestic enterprises to promote their corporate cultures.Key words: corporate culture; difference; integration; Chinese and Western1摘 要企业文化对企业有一个更好的发展

7、，而中西方拥有不同的企业文化，文化差异体现在社会文化、价值观、宗教等方面，中西方企业文化也需要不断融合和相互借鉴。因此，帮助中西方企业相互取其精华，促进两国企业文化建设具有重要意义。随着世界经济的蓬勃发展，外国企业进入中国市场，同时中国企业也不断走向世界，双方可以互相借鉴其优势。本文的研究有助于中西方企业更加了解企业文化的优势；有助于我们对企业文化之间差异的认识；有助于本国企业对自身企业文化的弘扬。关键词：企业文化；差异；融合；中西方2I. Introduction3In todays society, corporate culture is a company-specific value

8、 that is gradually formed in the process of development. Since the economic and culture development of China, the communication between China and the world has been more and more frequent. Therefore, the business trade deal between China and the world has also become common. And the foreign companie

9、s come to China to open a new company. It has reflected in the companys values, business philosophy and behavioral norms, and penetrates into all areas of enterprise development. For an enterprise, corporate culture can greatly help to form cohesion and competitiveness within the enterprise. The con

10、struction of corporate culture is closely related to the traditional culture of the country. Different national cultures in China and the West will definitely affect the development of corporate culture. Therefore, the corporate culture of different countries has its advantages for us to learn from.

11、 However, when Chinese and Western corporate cultures are integrated, there are inevitably cultural differences between countries. Therefore, this aspect of research is of great value to the integration of Chinese and Western corporate culture.This paper starts from the differences between Chinese a

12、nd Western corporate cultures, which mainly writes from the aspects of differences in social cultures, differences in corporate cultures. And then this paper starts from the integration of corporate cultures, namely the problems on corporate cultures integration, the principles of corporate culture

13、integration. This paper uses the literature reading methods in which apply many professional books to analyze the theme. The aim of this paper is to give the corporate companies some solutions to cooper with the problems in the corporate companies in order to better conduct foreign business.II. Lite

14、rature Review2.1 The Definition of Corporate CultureCorporate culture is the spiritual wealth and material form created by the enterprises production, management and management activities under certain conditions. It includes cultural concepts, values, entrepreneurial spirit, ethics, codes of conduc

15、t, historical traditions, corporate systems, cultural environments, and corporate products. Among them, values are the core of corporate culture.Corporate culture is the soul of the enterprise and an inexhaustible driving force for the development of the enterprise. It contains a very rich content,

16、the core of which is the spirit and values of the company. The values here do not refer to the various cultural phenomena in business management, but the values that employees in enterprises or enterprises hold in their business activities.2.2 The Features of Corporate CultureThere are four features

17、 of corporate culture. First feature is the times. Contemporary corporate culture permeates various kinds of awareness of modern management, such as commodity economic awareness, flexible management awareness, market competition awareness, economic benefit awareness, consumer-first consciousness, st

18、rategic management awareness, public relations awareness, etc. Just like a drop of water can reflect a sun, so a good corporate culture can condense the spirit of the times.Second feature is the humanity. Corporate culture is a kind of human culture that adjusts interpersonal relationships and itsel

19、f in small groups. It does not follow the laws of nature, but acts according to cultural laws. Therefore, it does not have “astronomically” but is full of “humanity.”Third feature is diversification. The culture created by mankind is rich and diverse, which determines the diversity and uniqueness of

20、 corporate culture. And the last feature is shappable. Corporate culture is a system that is an organic whole that is formed by the combination of different levels and different parts of each other within the enterprise.2.3 The Functions of Corporate CultureBasically there are four functions for cor

21、porate culture.Guiding function is the first one. Corporate culture can guide the value orientation and behavior orientation of the whole enterprise and each member of the enterprise, which is embodied in two aspects: one is to guide the individuals ideological behavior; the second is to play a guid

22、ing role to the overall value orientation and behavior of the enterprise. This is because once a companys corporate culture is formed, it establishes the value and normative standards of its own system. If the members of the company are rebellious with the system standards of the corporate culture i

23、n terms of value and behavioral orientation, the corporate culture will correct it and guide it to the companys values and norms.Constraint function means corporate culture has a binding and normative role on the employees thoughts, psychology and behavior. The constraint of corporate culture is not

24、 an institutional hard constraint, but a soft constraint, which arises from the corporate culture atmosphere, group behavior norms and ethics. The spiritual and cultural content of group consciousness, social paradox, common custom and fashion will lead to a strong group psychological pressure and m

25、otivation to make individual behaviors publicized, so that corporate members will have psychological resonance and then achieve self-control of behavior.5Cohesive function is the next one. The cohesive function of corporate culture means that when a value is recognized by the employees of the compan

26、y, it will become a kind of bonding force, and its members will be aggregated from all aspects to produce a huge centripetal force and cohesive force. Last is the incentive function: Corporate culture has the effect of creating a high spirit and an enterprising spirit from the heart of the enterpris

27、e. Corporate culture regards respect for people as the central content and peoples management as the center. Corporate culture gives employees multiple needs to meet, and can adjust for various unreasonable needs with its soft constraints. Therefore, positive thinking and code of conduct will form a

28、 strong sense of mission, a lasting driving force, and become a yardstick for employees to be self-motivated.0III. Differences between Chinese and Western Corporate Cultures 3.1 Differences in Social Cultures3.1.1 Individualism VS CollectivismIn terms of thinking, it is generally believed that there

29、 are obvious differences between Chinese and Westerners. It is generally believed that Westerners are team-oriented in their way of thinking, which means they are focusing on things, loyalty to principles and individuality; Chinese people pay attention to people, which focuses on peoples aspects, an

30、d quickly adapts to local conditions and focuses on the overall logical characteristics. It is generally believed that Westerners are characterized by facts and logic; the Chinese are concerned about the overall situation and the logic. Therefore, when the Chinese did not speak straight in business

31、dealings, and went straight to the subject and clearly stated their own requirements, it did not mean that he was not thinking and tried to force the other party to meet his wishes. In addition, the way of thinking differs from Western corporate culture, which emphasizes facts, emphasizes logical th

32、inking, rediscovers, pursues precision, emphasizes competition, and believes that competition is rich; Chinese culture emphasizes rationality first, emphasizes intuition, emphasizes consciousness, emphasizes integrity, allows ambiguity, and pays attention to harmony, because they think that harmony

33、can make fortunate.3.1.2 Christianity VS ConfucianismThe core of Chinese traditional culture-Confucian culture, the main feature is to emphasize the synergy of people. “The weather is not as good as the land, and the land is not as good as the people.” Confucian emphasis on “benevolence”, advocacy o

34、f “ritual” and “harmony is expensive” are all aimed at coordinating, standardizing and balancing interpersonal relationships. Confucian culture also attaches great importance to the positive education and inspiration of people, emphasizing the role of influence to enhance cohesion and combat effecti

35、veness. These have something in common with the content advacated by corporate culture, and provide rich ideological connotations for refining, generalizing, and forming a modern corporate spirit.3.2 Differences in Corporate Cultures3.2.1 The Business Values In terms of corporate value, there are al

36、so differences between China and the West. Western corporate culture encourages employees to pursue outstanding performance, encourages employees to innovate and take risks, and pays attention to the development and growth of enterprises; Chinese traditional corporate culture is cautious, and it is

37、not good to be eager to take advantage of it, so that employees lack competition and corporate management often adheres to the rules. They think little rich is safe. In short, Western corporate culture is a corporate culture that is produced in the context of Western culture, focusing on logical thi

38、nking and individualism; Chinese corporate culture is a corporate culture that is produced in the context of Chinese culture is focusing on integrity and ambiguity. Both Chinese and Western corporate cultures have positive and negative aspects and are highly complementary.3.2.2 The Management Models

39、It is generally believed that Chinese people are characterized by people, attention to hierarchy, passive, indirect euphemism and learning; while Westerners are concerned with matters, cooperation, initiative, direct disclosure and teaching. In the eyes of Westerners, the Chinese are particularly ac

40、customed to questioning or questioning in terms of interpersonal communication, because the Chinese are first worried that the speaker may be mistaken for thinking that they have not made it clear, and that they are afraid that they may have been delayed because of their very personal questions. In

41、the eyes of Westerners, Chinese people are less accustomed to the so-called “round table meeting”. In their view, it is almost impossible for a Chinese to publicly criticize others views.Western enterprise management focuses on “law” and emphasizes that it is not right for people, and it is managed

42、by means of law, contract and litigation; Chinas enterprise management is characterized by “love” and is based on the foundation of social ethics order based on home. In the past, it is deeply influenced by the traditional concept of the mean and the concept of the monarch and the 7father, and pays

43、attention to the harmonious interpersonal relationship. In the way of decision-making, China and the West are also different. Western corporate culture believes that management is empowered and pursues individualism in decision-making. It is characterized by clear decentralization, authorization, an

44、d proportionality of powers and responsibilities. It has strong scientific and high decision-making efficiency. Chinese corporate culture is not good at empowerment, pays attention to “management”, pursues collectivism in decision-making, and forms a democratic decision-making style of group concent

45、ration. It is characterized by the ability to brainstorm and protect and safeguard the overall interests of the enterprise.In terms of governance structure, the institutional arrangements of Chinese and Western companies are different. There are two types of corporate governance models in Western co

46、untries: one is the one-yuan system implemented by the United Kingdom and the United States, that is, the governance model of “shareholder sovereignty plus competitive capital market”; the other is the dual system represented by Germany and Japan. That is, the “bank-oriented” governance model. Chine

47、se enterprises implement the dual-system management structure of the German and Japanese models. The equity is highly concentrated, and the proportion of state-owned shares is still large, which is not conducive to the formation of an effective corporate governance structure. Western corporate cultu

48、re focuses on the use of performance as a measure of quality, while Chinese corporate culture focuses on the quality of motivation. For Westerners, motivation and starting point are second, and important is the effect; Chinese people tend to use a set of moral or ideology standards to see the effect

49、. 3.2.3 The Organization StructuresIn the West, for quite a period of time, the role of business organizations in providing employees with self-stage has become more and more emphasized. From subordinates to colleagues and collaborators, it is one of the most basic and important characteristics of t

50、odays business organization and employee relations. Correspondingly, employees are also expected to have a high degree of recognition for their work.Researchers in Europe generally believe that Chinese companies have not truly built an organizational style that can win a sense of identity and replac

51、e the family structure for a long time, nor can they grow into a kind of parallel structure of family organization outside the far-reaching historical tradition. Businesses are often seen as a place to make money and make a living. People just try to get as much from the business as possible for the

52、mselves and their families who truly have a sense of belonging.The characteristics of the same group of employees and employees are often used in a deep interaction with the leadership style of the companys managers. The difference between China and the West in the relationship between business orga

53、nization and employees can explain to a certain extent why Chinese and Western employees have quite different expectations for the so-called “good leaders.” It is generally believed that Chinese corporate employees usually expect “good leaders” to provide clear guidance for his or her work, care for

54、 his or her private and family affairs, and expect to receive benefits from his superiors. And the evaluation of standards related to “people”; in contrast, Western corporate employees usually expect “good leaders” to make him or her independent, competent and responsible to handle their work, and d

55、o not interfere with him or her private affairs, and at the same time expect to get the business authority and evaluation of the standards related to “performance” from the superior.Similarly, the “good employees” in the minds of Chinese and Western business managers also have quite different charac

56、teristics. It is generally believed that the “good employees” in the minds of Chinese business managers should be able to patiently accept detailed work guidance, not adhere to their own opinions, and be good at apportioning the opinions of the group. Even if they disagree with the opinions of their

57、 superiors, they should support them and should follow the leaders and they dont fight with colleagues; in contrast, the “good employees” in the minds of Western business managers should fully agree with their products and work, be interested in their own work, be proactive, and be good at making th

58、eir own suggestions and intrinsically self-motivated, with its own characteristics, striving to be the best member of the team.Although there are many cultural differences between Chinese and Western companies, people can still foresee that with the continuous strengthening of economic ties and business exchanges between countries, the differences in corporate culture in the country will gradually remain small. The deep integration of various cultures, even if it is difficult to form a surging