企业文化促进企业的必备要素外文翻译

1、<p>　　本科毕业论文（设计）</p><p><b>　　外文翻译</b></p><p>　　题 目 企业企业文化建设研究 </p><p>　　学 院 商学院

2、 </p><p>　　专 业 人力资源管理 </p><p>　　外文题目 Enterprise culture:necessary in promoting enterprise </p><p>　　

3、外文出处 Journal of Enterpring Culture </p><p>　　外文作者 Steven Carter </p><p><b>　　原文二 ：</b></p>

4、<p>　　Enterprise culture:necessary in promoting enterprise</p><p>　　Steven Carter</p><p>　　The paper investigates the effects of the Zimbabwean national culture on enterprise development.

5、 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

6、 the factors identified are: bad debt culture, let's-pull-him-downsyndrome, dependency syndrome, high living, and absence of role models, refusal to accept entrepreneurship, employing </p><p>　　INTRODUCT

7、ION</p><p>　　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,

8、etc (McClelland, 1962; McClelland and Winter, 1969; Bellu, 1988; Rotter, 1966). Curran (1994) argued that traits alone were inadequate to explain entrepreneurship, and some found no direct link between traits and entrepr

9、eneurial behaviour (Bird, 1988; Guth, 2001). Hence, further research moved on to consi</p><p>　　policies) that affect enterprise development. It was argued that countries desiring to promote enterprise devel

10、opment need to address these environmental factors (Telantino, 1995; UNCTAD, 1995; Gnyawaii, 1994; Bird, 1989; Chell, 1985; Vaselainen, 1999).</p><p>　　Enterprise development has been viewed as a means of re

11、ducing 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 e

12、nterprise development.</p><p>　　Like many other countries, Zimbabwe has run enterprise development programmes, created and adopted policies aimed at creating a conducive environment for enterprise developmen

13、t. Unfortunately, the efforts to promote enterprise development in Zimbabwe have not been successful(Mlambo, 2000; UNDP, 2000).</p><p>　　The paper explores the factors that make up the Zimbabwean national cu

14、lture relating to enterprise development. It also establishes the effects that these factors have had on enterprise development.</p><p>　　LITERATURE REVIEW</p><p>　　Culture is defined as a set o

15、f historically evolved, learned values, attitudes and meanings 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 o

16、f socialisation, through institutions like family, religion, formal education etc. It was further asserted that different cultures influence enterprise development differently (Hofstede, 1991). Furthermore, others believ

17、e that the national culture sho</p><p>　　Entrepreneurs who enjoy 'high-living' at the expense of their enterprises have difficulties in succeeding (Spring, 1998). In both developed and developing cou

18、ntries, some graduates dislike being associated with working for Small to Medium Enterprises (SMEs) and self-employment. This makes it difficult for some countries to promote enterprise as it is not accepted by the very

19、people who have the best capacity to succeed as business people and Morrison (2000) argues that formal education system is</p><p>　　Meyanathan (1994) demonstrated the difficulties in promoting enterprise in

20、a country that favours a certain group of people over others; because the ones favoured will develop a sense of entitlement, whilst the neglected resent the entire system.</p><p>　　Literature researched has

21、discussed different aspects of culture that have affected enterprise development, but there has not been a comprehensive catalogue of these factors that make up a national culture relating to enterprise development. Henc

22、e, this paper explores the factors that make up the national culture, and, in particular, those relating to enterprise development in Zimbabwe.</p><p>　　RESEARCH METHOD</p><p>　　The paper seeks

23、to explore and explain the cultural factors that have negatively affected enterprise development in Zimbabwe. There is need to answer the questions, what are the national cultural factors that have affected enterprise de

24、velopment in Zimbabwe, how have they affected it and why? Hence, an interpretive approach was adopted (Carson, 2001). Within interpretivism, a qualitative research approach was used. This approach allows the inclusion of

25、 tacit knowledge and experience of the resea</p><p>　　The sample was made up of twenty-two respondents (elites). All respondents were 'elites' chosen for their expert knowledge (Remenyi,1998; Lincoln

26、 and Guba, 1990) of enterprise development in Zimbabwe.Among them were fifteen entrepreneurs and seven respondents whose occupations or activities supported entrepreneurs. The purpose for sampling the other seven'el

27、ites' was triangulation (Remenyi, 1998;Lincoln and Guba 1990; Carson 2001). There was needed to get a different view from that of entrepren</p><p>　　entrepreneurs (from financial organisations, developme

28、nt and training organisations and the government). These respondents had supported entrepreneurs through financing, training etc. for at least six years. All entrepreneurs interviewed were business people who had started

29、 and managed their enterprises for more than six years.</p><p>　　Consistent with this research approach, face-to-face in-depth interviews were carried out using an interview guide. The interview guide was ba

30、sed on the themes that had been obtained from literature and needed further exploration. Respondents were asked to identify and discuss all factors they believed had negatively affected enterprise development in Zimbabwe

31、.</p><p>　　The collected data was analysed using the thematic analysis, as described by Miles and Huberman (1994), and Wengraf (2001). The research was conducted in two phases. The initial phase culminated i

32、n establishing a list of cultural factors that have affected enterprise development. After the first round ofinterviews with the 22 respondents, their responses were analysed. The results were then subjected to further s

33、crutiny by nine respondents who had taken part in the first round of interviews, and</p><p>　　The research methodology adopted allows the researcher to use tacit knowledge and experience throughout the proce

34、ss; hence there will be instances (in presenting the findings) where some assertions are not sourced,but are attributed to the researchers' knowledge and experience of Zimbabwe.Consistent with the research method, in

35、 presenting findings of this research, a summary of the respondents' views is provided and to emphasise this position some quotations are included in the text and a sample</p><p>　　One respondent said: r

36、emember, our culture does not necessarily promote people who succeed. Success is not very much part of our culture.</p><p>　　From the respondents' point of view, one of the reasons why enterprise develop

37、ment did not flourish in Zimbabwe was its national culture.The factors that make up the Zimbabwean national culture and have negatively affected enterprise development are: bad-debt culture, absence of role models, let&#

38、39;s pull-him-down syndrome, dependency syndrome, poor quality goods and service delivery, refusing to accept entrepreneurship as a way of life, employing relatives (kith and kin) and high living.The above </p>&l

39、t;p>　　Bad-debt Culture</p><p>　　One entrepreneur said: people do not payback because there is bad debt culture; it is bad debt culture, which we need to jight. United Merchant Bank (UMB) went under, it we

40、nt down because people were not paying back, though the owner had wanted to help fellow indigenous people.</p><p>　　Although some respondents held this view, it should be noted that non-payment was not the o

41、nly reason why UMB went into liquidation.UMB was established at the height ofindigenisation and by an indigenous entrepreneur. UMB considered itself a champion ofindigenisation and accused the traditional multinational b

42、anks of failing to support indigenous entrepreneurs. On a weekly basis, this bank advertised in the national press, the need to indigenise and made the accusations mentioned above.According</p><p>　　project

43、viability and management. As a result, good project proposals (on paper) were produced, received funding; unfortunately, money was not paid back and without collateral the bank could not recover its debts and it went int

44、o liquidation. As a result, depositors' funds were lost. In short,</p><p>　　UMB did not follow prudent lending practice; hence, it is as much to blame as the borrowers who failed to pay back. UMB failed

45、to take into cognisance the bad-debt cultural dimension among its borrowers.</p><p>　　Enterprise Culture: Necessary In Promoting Enterprise</p><p>　　There has been ample evidence to support this

46、 assertion. The research established that in 1992, the government made available Z$100 million to support indigenous businesses and the default rate for this money was about twenty eight percent (28%). In 1994, the gover

47、nment provided $400 million for indigenous enterprises and the default rate for this facility was about thirty two percent (32%). In 1997, the World Bank and the government made another 2$700 million available and the de

48、fault rate was </p><p>　　The aspect of bad debt culture relates to the fact that entrepreneurs like borrowing, but not paying back what they borrow. It was established that those who lend to the entrepreneur

49、s face major challenges in collecting their debts from the borrowers. Respondents believed that many entrepreneurs are under the impression that one can borrow but not necessarily need to pay back. As a result of this cu

50、lture and resultant behaviour, some programmes (including donor money mentioned above) that lent m</p><p>　　Date Source: Steven Carter.Enterprise culture:necessary in promoting enterprise;less-</p>&l

51、t;p>　　ons from enterprise development in Zimbabwe[J]. Journal of Enterpring Culture,2006</p><p>　　(3):P177-198译文二 ：</p><p>　　企业文化：促进企业的必备要素</p><p><b>　　史蒂文·卡特</b>

52、;</p><p>　　本论文研究的是津巴布韦国家文化对企业发展方面的影响。以此对15位企业家及支持他们的团体中的7位成员进行了深度的访问。可以确定及识别的妨碍企业发展的国家文化因素有：差的负债文化、唐氏综合症、独立综合症、奢侈的生活及模范人物的缺失，拒绝接受企业家精神，聘用亲属以及低品质的物品和服务。为了促进企业发展，政府需要识别那些组成国家文化的因素。本论文同时也识别期望的企业文化。</p>&

53、lt;p><b>　　引言</b></p><p>　　早期有关企业发展的研究主要是致力于个体的个人特征的研究，比如对成功的需求，操控点，冒险能力等等（麦克勒兰德，1962；麦克勒兰德和维特，1969；布鲁，1988；罗特，1966）。柯伦(1994)提出单就性格来解释企业家的领袖精神是不充分的，而且有人发现个人性格与企业家的行为无直接关系（波尔多，1988；古斯，2001）。因此，更

54、进一步的研究转移到环境因素（政治、文化、经济、法令政策）对企业发展的影响。但政府想要促进企业的发展需要致力于环境因素是有争议性的。 </p><p>　　在一个国家中，企业发展已经被认为是一种减少失业、缓解社会问题的途径，也是一种创造财富的最好方法(诺兰,2003)。由于以上种种原因，企业发展被发达及发展中国家所欢迎。和其他国家一样，津巴布韦已经在经营企业发展的计划，制定并采用那些旨在为企业发展创造一个有益的环境

55、的政策。不幸的是在津巴布韦为企业发展所做的努力是不成功的（联合国开发计划署,2000）。</p><p>　　本论文研究的一些因素，它们形成津巴布韦的文化并与企业文化相关。同时也确定这些因素对企业发展有所影响。</p><p><b>　　文献综述</b></p><p>　　文化被定义为一系列的影响组织成员的重要的或不重要的生活方式的历史性进

56、程，包括组织成员的学习价值、态度、意义（特也不,1988）。这些进化要经历不同的社会化阶段、制度，如家庭、宗教、正式教育等。进一步推断，不同的文化对企业发展有不同地影响（霍夫斯泰德,1991）。而且，其他人认为当讨论国家的企业发展时国家文化应该被考虑到其中(沃策尔.1997；莫里森,2000)。例如，在美国企业发展的成功被认为是促进个人主义文化作用的结果,然而在爱尔兰，企业发展的失败被认为是向权威服从的文化作用的结果。在印度，它们促进精

57、神和谐与对命运的接受的国家文化使得企业发展遇到问题（Dana,2000）。相同地，企业家精神在一些国家是不被认同的，在那里国家形象差，企业家被认为是贪婪的、不善良、小偷、剥削者等等（莫里森,2000;贝特曼,1997）。另一方面，企业发展在那些欢迎它的国家也得到成功，在那些国家它被认为是一种高尚的人生方式而且它的失败并未被社会妖魔化（莫里森,2000;汪2001;皮里斯,1998;诺兰,2003）。企业成功被那些国家作为模范记录下来以此

58、激励其他人（皮里斯,1998）。模范人物可以是一个成</p><p>　　以他们的企业为代价而享有奢侈生活的企业家是很难成功的（司普润,1998）。在发达和发展中国家中，一些毕业生不喜欢为中小型或私营企业工作。由于那些有能力通过经商获得成功的人不接受，使得一些国家很难发展企业，毛瑞斯提出正式的教育系统培养出顺从者而非事业者而被批判。为解决这个，斯蒂文森认为企业精神应该在学校就教给年轻人。</p>&

59、lt;p>　　梅雅兰仁(1994)认为在发展企业时，肯定集体里的某几个人是困难的，因为被肯定的人会产生一种优越感，而被忽视的就会厌恶整个体制。经研究的文献已经对影响企业发展的文化的各个方面进行了讨论，却对那些组成与企业发展有关的国家文化的因素没有全面的分类。因此，本论文研究这些能形成国家文化的因素，特别是在津巴布韦它们与企业发展有关。</p><p><b>　　研究方法</b><

60、;/p><p>　　本论文找寻的是研究和解释那些在津巴布韦影响企业发展的消极文化因素。这需要回答这些问题：在津巴布韦影响企业发展的国家文化因素是什么？它们是怎样影响又为什么影响？因此，一种可解释的方法被采用了(卡森,2001)。这个方法在研究过程中，研究者的隐性知识和经验涉及在其中。根据定性研究方法，进行了定性设样，研究者由此从一个反应进行到下一个（雷门伊,2001）。这就叫滚雪球。</p><p

61、>　　这个样本由22个受访者组成。所有被选中的受访者都具有津巴布韦的企业发展的专业知识（雷门伊,1998;林肯,1990）。他们中有15个企业家和7个支持企业家的受访者。设7个其他受访者的目的是进行三角测量。（雷门伊,1998林肯 1990;卡尔森 2001）。从企业家的支持者中得到一些不同于企业家的观点（如财政机构，发展和培训机构，政府等）。所有被采访的企业家都是开始或管理他们的企业超过6年的商人。与这个研究方法同步的是通过访问

62、指导进行面对面深入采访。这个访问指导根据的是文献中已有的和需进一步研究的主题。受访者被提问以确定和探讨所有他们认为对津巴布韦企业发展有消极影响的因素。正如米丽斯、休伯曼和温格夫所描叙的，通过专题分析法对所收集的数据进行分析。此研究分两个阶段。最初阶段是建立一份影响企业发展的文化因素的列单。在完成对22个受访者第一轮采访后，分析他们的反应。由这些结果对第一轮的9个参与者与对研究熟悉能提供完整研究的人进行进一步调查。而且，一个确立来促进企业

63、发展的计划已经按三角测量的方法进行计算。这是一种找出企业家所提到的，给企业发展带来消极影响以及对程序有影响的文化因素是否有集合的方式</p><p>　　采取的探究方法运用了隐性知识和经验，因此一些推断不是来源于实例，而是津巴布韦的研究人员的知识和经验。采用相同的研究方法，呈现本项研究的成果，文章总结了受访者提供的一些观点以及强调一些引证的地位，以供他人参考。</p><p>　　一位受访

64、者说:“要记住,我们的文化不需要促进成功的人.成功不是非常我们文化的一部分。</p><p>　　根据受访者的观点,在津巴布韦企业发展不兴旺的原因之一是其民族文化。组成津巴布韦民族文化和影响企业发展的因素有:坏账文化,缺乏榜样,让打压综合症,依赖综合症,劣质货物和服务交付,拒绝把创业视为一种生活方式,雇佣亲戚(朋友和亲属)和奢侈的生活。上述因素现在将被详细说明。</p><p><b

65、>　　坏账文化</b></p><p>　　一位企业家说:人们不回报是因为有坏账文化;我们需要与坏账文化作斗争。联合商业银行(UMB)破产,它破产是因为人们不偿还,尽管他想帮助同胞。</p><p>　　尽管一些受访者持有这种观点,应该指出的是,未付款并不是UMB进入清算进入唯一原因。UMB成立于高度本土化的地方，并且创始人是一个本土的企业家。UMB自认为是本土的行业老大

66、，并指责跨国银行未能支持本土企业家。每周，这家银行都在国家媒体的广告上提到上面的指控---需要进行本土化。根据UMB，传统的银行借贷条件过于严格，大部分本土企业家可能不会轻易满足他们的要求。因此,UMB敦促他们效仿放宽的借款需求的例子，其他方面比较少强调如项目可行性和管理。因此,良好的项目建议(纸)被生产出来,收到资金;不幸的是,钱没收回来,没有抵押品的银行不可能偿还其债务，最后倒闭了。因此,储户的资金都失去了。简而言之,UMB之外没有

67、遵循谨慎借贷的原则。因此，它的倒闭归咎于大量借款不还的人。UMB在它的借款人上未能考虑到坏账文化维度。</p><p>　　企业文化：促进企业发展必备</p><p>　　有充足的证据来支持这种说法。研究证实，在1992年，政府提供1亿美元用于支持Z本土企业和违约率，这钱是大约百分之二十八(28%)。在1994年,政府提供了4亿美元用于本土企业和违约率是大约百分之三十二(32%)。1997

68、年,世界银行和政府做了另一个2 7亿美元可用和违约率大约是百分之三十一(31%)。在2000年,政府利用24亿美元的企业发展循环基金到2002年的只剩2亿美元，其余的都补给了糟糕的债务人。还有其他的例子，某些个人从银行借来的钱不偿还。例如,西班达先生(化名)现在是一个众所周知的地产大亨在津巴布韦。自不同银行借了大量钱来购买几家公司(一家公司是一个鞋制作公司,另一个制造企业集团，和其他人在水泥制造公司购买股票)但也是个糟糕的债务人。他用从

69、社会机构借来的钱投入到它的地产公司，但不偿还。社会建设后来进入金融困难，只能依靠中央银行救助。</p><p>　　坏账文化就像企业家借钱不还一样，债务人贷款给企业家面临的主要挑战是从债务人那里收回借款，受访者认为,许多企业家都有这种印象,即可以借但不一定需要偿还。由于这种文化和合成行为,一些项目(包括上面提到的捐赠的钱),把钱借给中小企业有高违约率。</p><p>　　资料来源：Ste