1、 Connotation extension of enterprise culture
The enterprise culture is that after a long time of screening, induction and accumulation, the enterprise finally becomes a restricted atmosphere for dealing with people and affairs within the organization. Therefore, it has strong stability and is not easy to change. Many management experts believe that, generally speaking, when people discuss corporate culture, they refer to the subjective culture enjoyed by individuals in an organization. For example, stock and McDermott believe that the corporate culture is a set of obscure basic hypotheses, values and concepts adopted by employees when they work, and it is quite stable and not easy to change; Leisen et al. Also believe that corporate culture is the value and belief shared by all people, which helps individuals understand the operation of the organization and can provide individual behavior norms within the enterprise; Matins points out that enterprise culture is a unique characteristic of an organization, which is manifested through the establishment of decision-making process and rules and regulations. It represents a group of basic hypotheses and is accepted as a specific cultural belief within the organization due to its good historical operation. These hypotheses are embodied in the process of interpersonal interaction, as well as attitude and behavior.
Based on the expression of various corporate culture connotations, it can be considered that corporate culture has been internalized into formal organizational structure and management style. We can also examine the cultural characteristics of the enterprise through the explicit and implicit levels. The explicit level is to understand the characteristics of the enterprise culture through direct observation, including the building, clothing, interpersonal interaction process, rules, stories, language and ceremonies, or from the perspective of members' identification with the enterprise organization, team strengthening, humanism, unit integration, control, risk tolerance, reward system Performance orientation and the adaptability of the organization to the external environment to consider the cultural tendency of the enterprise; The recessive level refers to the factors that cannot directly understand the characteristics of the enterprise culture through observation, including the shared values, norms, beliefs of employees and various behavioral hypotheses implanted in the hearts of the organization members. Only by immersing yourself and communicating with the employees can you understand the cultural assumptions of the members in their work behaviors and attitudes.
2、 Cultural types and transformation activities
Organization members under different enterprise culture types have different requirements and standards in decision-making, work attitude and behavior norms. These influences are fully reflected in the personal characteristics of the organization members, the allowable degree of ambiguity, the functional design and the cultural atmosphere, and then have a significant effect on the employees' job satisfaction and self expectations for future work. Harris also believes that the influence of culture will be reflected in the personal management style, such as the formulation of program decisions, the attitude to risk and competition, and the way to get along with colleagues. After comparing the differences in management styles between American enterprises and Japanese enterprises, he proposed three cultural types: bureaucracy, technology and management. Williams further studied the effect of corporate culture on the interaction between people, people and groups, and groups and groups. The results showed that if the employees of the organization found that the team behavior contradicted the values, beliefs or basic assumptions in the corporate culture, it would lead to conflict and opposition in cooperation, because it would challenge the trust and centripetal force that the enterprise has long implanted in the hearts of its members. Therefore, if an enterprise wants to promote some new management strategies to existing organizations, it must first investigate their cultural types before designing appropriate introduction strategies.
Many experts and scholars have pointed out that the type of enterprise culture is a very important interference factor when enterprises promote various process reengineering and transformation activities. For example, the research of jassawalla and sashittal pointed out that the shared values and basic beliefs of members will create a unique cultural atmosphere, which will be deeply integrated with the work attitude and code of conduct of employees, just like a fixed reference framework, This will have a significant impact on the new product development strategy. The research of Ruppel and Harrington also pointed out that on the surface, the direct benefit of corporate culture to organizational construction is not high, but it is definitely a long-term indicator.
In the research of Ruppel and Harrington, they further divided the difficulty of members changing their values and beliefs and the sensitivity of the organization to changes in the external environment into four different cultural types, namely, development culture, rational culture, hierarchical culture and team culture. They believe that organizations under the development culture are highly flexible in the face of transformation and highly sensitive to changes in the external environment. Members believe that change is the law to maintain the success of the organization; The organization under the rational culture has low flexibility in the face of transformation, but is highly sensitive to changes in the external environment. The existing structure of the organization shows a high cohesive effect, and responds to the challenges of the environment through the existing organizational structure; Under the hierarchical culture, the resistance to transformation is low, and the sensitivity to external environmental changes is also low. The organization does not regard the environment as a factor that will significantly affect the operation results. The major responsibility of the manager is to emphasize the performance and the standardized work content; The organization under the team culture has high flexibility in the face of transformation, but low sensitivity to changes in the external environment. The organization attaches great importance to the heartache of the existing well functioning organization and will not change easily, but it encourages the cooperation between employees.
3、 Enterprise culture and innovation mechanism
With the changes of the times, enterprises need to survive, and they must constantly pursue progress, innovation and change. The innovation mechanism must be strong enough to have a chance of success. This means that the enterprise organization must be able to quickly adapt to the changes in the external environment, and strengthen the ability to integrate internal and external resources through information technology, which is the so-called dynamic capability theory.
Matsuno's research results on the relationship between enterprise culture, market share and new product input / recovery rate show that when the organization tends to centralize the organizational structure, the market share and new product input / recovery rate will obviously decrease because the characteristics of market introduction culture are suppressed. However, in 2002, Harris and ogbonna pointed out that such a cultural type can also reduce its negative effect on business performance through an open leadership style. In the study on the influence of corporate culture on the innovation strategy and effectiveness of new products of the organization in 2002, jassawalla and sashittal further proposed the guidance of innovation mechanism from the two aspects of the explicit and implicit corporate culture:
Ruppel and Harrington further believe that from the unobservable level, the implicit values and beliefs of the organization must tend to open, sincere and sincere personality traits. From the observable level, the explicit behavior of the organization must be characterized by a perfect and sound authorization system, so that members can feel fully trusted by their superiors, and can automatically and spontaneously construct the basic hypothesis of knowledge sharing and communication, Strengthen their own knowledge ability and market sensitivity. Therefore, they divided four different cultural types according to the flexibility of members' values and beliefs and the sensitivity of the organization to changes in the external environment. According to relevant research, managers believe that the higher the flexibility of organizational change, the better the overall innovation.
From the above analysis, it can be seen that the innovation mechanism refers to the integration of such issues as the internal authorization system of the organization, the degree of employees' participation in decision-making, the trust of members to their superiors, the harmony of team cooperation, and the sensitivity of the organization to changes in the external environment. From the perspective of the external factors of the enterprise culture, it will be reflected in such issues as employee autonomy, the degree of organization centralization, team cooperation and knowledge sharing; From the perspective of internal recessive factors, it will be hidden in the determination of the organization to pursue victory, the trust of employees to their superiors, the sensitivity of members or organizations to the external environment and the personality characteristics of employees.
4、 Corporate culture and leadership style
The innovation mechanism is increasingly valued by organizations that attach importance to the development of enterprise culture, but how to implement it requires the full determination and perseverance of leaders. From the perspective of management theory, the leadership function is the most artistic indicator used by managers. It is a force that influences others, and integrates factors such as authority, respect and trust. Roger (1995) believed that the attitude, reaction and behavior of the leader's personality traits to change will affect the effectiveness of innovation diffusion within the organization. This is reflected in the degree of centralization, formalization, internal information circulation, and the attitude to the input resources. In addition, the openness of the leader in connecting the internal and external environment of the organization will also shape the behavior indicators of the members regarding change. Therefore, from the perspective of the team, leadership is the process of guiding the direction of the members' efforts and making them work together to achieve the goals through the influence of their words and deeds.
Based on the above discussion and conclusion, we believe that the managers themselves have a positive attitude towards innovation and win. When facing changes in the internal and external environment, they can also face them with an open, interactive and learning attitude, strive to become the best in the field, and at the same time, they can give play to their entrepreneurial spirit in the organization, encourage members to be brave in innovation and try, and fear failure. This has formed an open leadership style. The so-called leadership style refers to that managers motivate subordinates and coordinate members' attitudes and practices, and choose the most effective communication channels to resolve conflicts among members. Its ultimate purpose is to encourage and guide employees' behaviors to move towards the direction of organizational goals. The so-called openness is to emphasize the managers' positive attitude towards innovation and winning, and the learning spirit of constantly absorbing new knowledge. When facing changes in the internal and external environment, they can adjust themselves with an open, interactive and learning attitude.
Finally, it must be pointed out that our thinking on corporate culture is also open. It will be a process of summing up previous experience and constantly exploring and revising. The research on relevant issues will continue to deepen.