企业文化：促进企业的必备要素外文翻译

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1、本科毕业论文（设计） 外文翻译 题 目 企业企业文化建设研究 学 院 商学院 专 业 人力资源管理 外文题目 Enterprise culture:necessary in promoting enterprise 外文出处 Journal of Enterpring Culture 外文作者 Steven Carter 原文 二 ： Enterprise culture:necessary in promoting enterprise Steven Carter The paper investigates the effects of the Zimbabwean national cu

2、lture on enterprise development. In-depth interviews were carried out with fifteen entrepreneurs and seven members of the community whose role was to support entrepreneurs. It was established that the national culture impeded enterprise development and the factors identified are: bad debt culture, l

3、ets-pull-him-downsyndrome, dependency syndrome, high living, and absence of role models, refusal to accept entrepreneurship, employing relatives and poor quality goods and services. To promote enterprise development, countries need to identify factors that make up the national culture. The paper als

4、o identifies the desired enterprise culture. INTRODUCTION Earlier research on enterprise development mainly focused on the personal characteristics/traits of the individual, such as the need for achievement, locus of control, the ability to take risk, etc (McClelland, 1962； McClelland and Winter, 19

5、69； Bellu, 1988； Rotter, 1966). Curran (1994) argued that traits alone were inadequate to explain entrepreneurship, and some found no direct link between traits and entrepreneurial behaviour (Bird, 1988； Guth, 2001). Hence, further research moved on to considering the environmental factors (politica

6、l, cultural, economic, regulations and policies) that affect enterprise development. It was argued that countries desiring to promote enterprise development need to address these environmental factors (Telantino, 1995； UNCTAD, 1995； Gnyawaii, 1994； Bird, 1989； Chell, 1985； Vaselainen, 1999). Enterpr

7、ise development has been viewed as a means of reducing unemployment, easing other social problems and as the best way of creating wealth in a country (Nolan, 2003； Storey, 2000). As a result of the above reasons, both developing and developed countries have embraced enterprise development. Like many

8、 other countries, Zimbabwe has run enterprise development programmes, created and adopted policies aimed at creating a conducive environment for enterprise development. Unfortunately, the efforts to promote enterprise development in Zimbabwe have not been successful(Mlambo, 2000； UNDP, 2000). The pa

9、per explores the factors that make up the Zimbabwean national culture relating to enterprise development. It also establishes the effects that these factors have had on enterprise development. LITERATURE REVIEW Culture is defined as a set of historically evolved, learned values, attitudes and meanin

10、gs shared by the members of a given community, that inlluence their material and non-material way of life (Tayeb, 1988). These evolve through different stages of socialisation, through institutions like family, religion, formal education etc. It was further asserted that different cultures influence

11、 enterprise development differently (Hofstede, 1991). Furthermore, others believe that the national culture should be included when discussing enterprise development of the country (Wortzel, 1997； Morrison,2000). For example, it was believed that enterprise development success in USA was as a result

12、 of its culture that promotes individualism (De Pillis eta/, 1998； Wong, 2001), while failure of enterprise development in Ireland was as a result ofa culture that promotes conformity to the status quo (DePillis, 1998). In India, enterprise development encountered problems due to a culture that prom

13、oted spiritual harmony and acceptance of destiny (Dana, 2000). Similarly, entrepreneurship has not succeeded in countries where it has a bad image, where entrepreneurs are viewed as greedy, unkind, thieves, exploiters of people etc (Joyant and Warner, 1996； Morrison, 2000； Bateman, 1997). On the oth

14、er hand, entenrise development succeeds in a nation that embraces it, where it is viewed as a noble way of life and especially where failure is not demonised by the society (Morrison, 2000； Wong 2001； De Pillis, 1998； Nolan, 2003). Enterprise success has also been recorded in countries where there are role models who would inspire others (De Pillis, 1998). Role models can even be members of ones immediate or extended family (Gibb, 1996). Therefore, countries can attempt to promote enterprise development by accepting and elevating the societal role