企業(yè)文化外文翻譯

1、<p>　　畢業(yè)設(shè)計(jì)(論文)外文資料翻譯</p><p>　　學(xué)院（系）： 計(jì)算機(jī)科學(xué)與技術(shù)學(xué)院 </p><p>　　專(zhuān) 業(yè)： 信息管理與信息系統(tǒng) </p><p>　　姓 名： </p><p>　　學(xué)

2、 號(hào)： 200717020305 </p><p>　　外文出處： European Management Journal </p><p>　　Vol.19,No.3,pp.268–275,2001 </p><p>　　附 件： 1.外文資料翻譯譯文；2.外文原文。 </p><p

3、>　　附件1：外文資料翻譯譯文</p><p>　　原文來(lái)源：歐洲管理雜志卷，2001年11月19日，第3期，268頁(yè)-275頁(yè)。</p><p><b>　　企業(yè)文化</b></p><p>　　在過(guò)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;科特和赫斯克特，1992年

4、）。或明示或暗示，它已被推定，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(guò)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(yè)來(lái)自22個(gè)不同行業(yè)） 。不過(guò)，他們和其他人一樣也沒(méi)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)?/p>

5、難于獲得適當(dāng)?shù)难芯奎c(diǎn)。不過(guò)，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。</p><p><b>　　文化的本質(zhì)</b></p><p>　　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(guò)來(lái)，

6、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(lái)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(guò)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(guó)公司，他們將他們的文化視為其成功的關(guān)鍵因素，具體來(lái)說(shuō)，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(guò)來(lái)，我們的成功，其中包括財(cái)務(wù)業(yè)績(jī)?！边@種信念導(dǎo)

7、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(guò)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(wèn)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

8、可以</p><p><b>　　文化與組織績(jī)效</b></p><p>　　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)的實(shí)現(xiàn)。更具體地說(shuō)，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(shuō)，強(qiáng)大的文化說(shuō)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

9、個(gè)不尋常的動(dòng)機(jī)水平（1992年，第16頁(yè)）。</p><p>　　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?tīng)枺?998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(guò)來(lái)，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?tīng)枺?998年，2000年）。具體來(lái)說(shuō)，企業(yè)文化已被視為是一個(gè)成功組織應(yīng)具備的關(guān)鍵模塊

10、。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）。</p><p><b>　　研究問(wèn)題</b></p><p>　　本文研究一般問(wèn)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(wèn)題是：企業(yè)文化和財(cái)務(wù)績(jī)效之間的決定因素。</p><p><b>　　結(jié)果</b></p>&l

11、t;p>　　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(mén)中的文知覺(jué)間的相似程度，它可以被看作是一種衡量各部門(mén)“買(mǎi)進(jìn)”文化的方法。在某種程度上人們認(rèn)為，他們各部門(mén)的行為是與公司期望的文化一致的。Y軸表示各部門(mén)的EBIT（息稅前利潤(rùn)）值。</p><p><b>　　附件2：外文原文</b></p><p>

12、;　　Source：European Management Journal Vol. 19, No. 3, pp. 268–275, 2001</p><p>　　Corporate Culture</p><p>　　During the past decade it has become recognized that ‘corporate culture’ has a signifi

13、cant impact on overall organizational performance (Siehl and Martin, 1990; Kotter and Heskett, 1992). </p><p>　　Explicitly or implicitly, it has been presumed that corporate culture affects the overall fin

14、ancial performance of a firm. </p><p>　　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 a

15、nd Heskett (1992) conducted macro-level research on different companies, and compared samples of (a priori) ‘strong culture companies’ with ‘weak culture companies’ (1992, p. 19) from 22 different industries.</p>

16、<p>　　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 gaining a suitable research site.

17、 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 financ

18、ial performance, of a firm. It presents the results of a relatively sin</p><p>　　The Nature of Culture</p><p>　　The concept of corporate culture has become embedded in management vocabulary and

19、thought.Although there are many different definitions of the concept, the central notion is that culture relates to core organizational values. In turn, values are things which are important to organizations and underpin

20、 decisions and behavior. All organizations have cultures or sets of values which influence the way people behave in a variety of areas, such as treatment of customers, standards of performance,innov</p><p>　

21、　There are many areas in which corporate culture influences behavior and decision-making. However,</p><p>　　there appear to be four key areas in which all organizations must manage their culture or values: (

22、1) the treatment of customers, (2) the treatment of an organization’s own people or human capital, (3) standards of organizational performance, and (4) notions of accountability. These are the ‘key areas of cultural conc

23、ern’ for all organizations. Naturally, there are also many other areas of organizational performance that are of concern, but these tend to be more idiosyncratic to specific firms. </p><p>　　Culture and Orga

24、nizational Performance</p><p>　　The basic paradigm underlying the notion that culture affects performance is based upon a few keyideas. The first is that culture affects goal attainment. More specifically, c

25、ompanies 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 organizational success (m

26、easured in market value or other financial measures of performance), because of a believed link to motiva</p><p>　　In addition to the hypothesized relationship between culture and financial performance, cult

27、ure 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 framework, e

28、xplains organizational effectiveness and, in turn, financial performance (Flamholtz, 1995; Flamholtz and Randle, 1998, 2000). Specifically, culture has been viewed as a critical organizati</p><p>　　Research

29、Question</p><p>　　The general research question this article addresses is: Is there a relationship between a corporate culture and the financial performance of an organization? There was also a more specific

30、 research question in the context of this study. We were interested in determining the relationship between: (1) the extent to which people in the divisions accepted the stated culture of the company and (2) the company’

31、s financial performance.</p><p><b>　　Results</b></p><p>　　The data derived and used in this comparison are shown in a graph in Figure 3. The x-axis shows a ‘divisional agreement with

32、 corporate culture score.’ This is a measure of the degree of similarity between the desired corporate culture and the culture perceived to exist in each division. It can be viewed as a measure of cultural ‘buy-in’ by th