Organization Culture and Corporate Performance--论文代写范文精选

我们关心的一定是后者,幸运的是,大量的研究已经检查和验证积极的组织文化和企业业绩的正比关系。在大多数情况下,这些观点没有正式测量和定义文化。下面的essay代写范文将展开论述。

Abstract 
  From 1980s, there are more and more studies about organization culture. And in Chinese studies and practices, we pay much attention to the culture due to the direct relationship between the organization culture and corporate performance, which we can be convinced by some academic papers. But there are some limitations in the study. This paper would like to give a literature review about organization culture and corporate performance. Meanwhile, we would give some suggestions about the further study. 
Keywords: Organization Culture, Corporate Performance, Organization Commitment

  From the perspective of management, the organization culture has been coming to our research and practice in 1980s after experience management and scientific management (Kotter john P. & Heskett, 1992). And there might be two main branches for the research on the organization culture--one on the measure of the organization research (Saxton,1983; Coake & Lafferty, 1989, Hofstede, 1990; Dension, 1995) and the other on the relationship between the organization culture and corporate performance (Barney, 1986; Kotter john P. & Heskett, 1992; Gordon & Tomaso,1992). And what we most concern must be the latter one, while the measurement is just a tool. Fortunately, lots and lots of studies have inspected and verified the positive relationship between the organization culture and corporate performance (Gordon, 1985; Gordon & Tomaso, 1992; Kotter john P. & Heskett, 1992; Torvald, Svein and Einar, 2005; Ken W. Parry & Sarah B. Proctor-Thomson, 2003). For the most part, however, these arguments have been conceptual and anecdotal or have been case studies without formal measurement of either performance or culture (Gordon & Tomaso, 1992). 

  This paper will examine the relationship between the organization culture and corporate performance and their mechanisms in hide, using both the qualitative methods and quantitative analysis. Defining the organization culture is essential to the study and it will be the start of our research. In this paper, we would like to address the following issues to examine the relationship between the organization culture and corporate performance. (1) What is organization culture from the newly perspective on the past? (2) How to measure the organization culture, especially in the environment of China. (3) Which is the most fitting variable to represent the corporate performance, accounting performance, Tobin’ Q, or long-term stock market performance? (4) Verifying some probable moderators or mediators, such as organization commitment, to describe the mechanisms in hide. (5) Discussion on the endogenous problem between the organization culture and corporate performance to construct the equilibrium path or the out-of-equilibrium path. (6) Some useful advice, especially from the point of sub-consciousness creatively.

 Organization Culture 
  From the prevalence of Japan management style (William Ouchi; Richard Tanner Pascale & Anthony G. Athos; Thomas Peters & Robert Waterman; Allen A. Kennedy & Terrence E. Deal), organization culture come into prominence. But up to the present, there are various definitions for organization culture without an agreement. According to Gordon & Tomaso (1992) and Hang-Yue Ngo & Raymond Loi (2008), this paper simply classify the main definitions into several categories accounting their core concerns: basic assumptions (Schein, 1985, 1992), shared values (Peters and Waterman, 1982; Roland Calori & Philippe Sarnin, 1991; Wiener & Vardi, 1990), beliefs (Davis, 1984; Lorsch, 1985) and norms of behavior (Lepak, Takeuchi, Erhardt and Colakoglu, 2006) and other personalized claims (firm-level resource by Barney) . 

  The most representative point from the perspective of basic assumption is the opinion that the organization culture is ‘a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems (note 1)’. This conception fits in well with the normalized usage of organization culture, however, it is hard to construct quantitative dimensions and items to give the organization culture a reliable and valid measurement. Just as Schein (1984) suggested, the basic assumption is something taken for granted, invisible and preconscious. To be sure, in the qualitative analysis, especially in the distinction of strong cultures and weak cultures, these claims would come in handy. The shared values dominate the research on the organization culture from Thomas Peters & Robert Waterman (1982). 

  In their luminous best seller, In Search of Excellence, the authors raised the 7-S model which considered the ‘Shared Value’ as the key element and one of the soft factor going to sustain company’s competitive advantage. As the authors suggested, the shared values is guiding concepts, fundamental ideas around which a business is built——must be simple, usually stated at abstract level, have great meaning inside the organization even though outsiders may not see or understand them (note 2). Its meaning tell us: (1) what the organization stands for and what it believes in; (2) the organization culture would be useful in obtaining excellence due to its imitable advantages; (3) shared values can be measured from the relative value theory in the field of sociology and so on. What’s more, based on their constructive contribution, many scholars inherit and development the shared phenomenon. 

  Wiener & Vardi (1990) defined culture as a system of shared values which produce normative pressures on members of organization. Gordon & Tomaso (1992) consider corporate culture to be the pattern of shared and stable beliefs and values that are developed within a company across time. And Hang-Yue Ngo & Raymond Loi (2008) claim that the organizational culture reflects the vision of a firm. Additionally, Gordon & Tomaso (1992) hold the idea that frequency or similarity or intensity composes the “sharing”, which is stimulating for the further study in the measurement of organization culture. Meanwhile, by the definition from the basic assumption by Schein (1984, 1992), the shared value is some aware manifestation of the basic assumption. From the above analysis, though there still lack of consistency of variables and definitions, the point of shared value would be a generally accepted belief with the phase, according to James L. Garnett, Justin Marlowe, and Sanjay K. Pandey (2008). 

  As to the other two opinions, beliefs and norms of behaviors, they are always found together with the shared values. For example, Kono Toyohiro (1990) thought of the organization culture as the shared values, shared thoughts, shared decision methods and shared behavioral pattern. Dension (1984) agreed that the corporate culture refers to the set of values, beliefs and behavior patterns that form the core identity of an organization. As we have learnt in the sociology, the beliefs make up of some various values and ultimately result in behavior. So the value, belief, and behavior cannot be separated. It is just as the definition drawn by Gordon & Tomaso (1992) that the shared and stable values and beliefs together with the norms of behavior. Of course, there would be numerous literatures which focus on the superficial symbols of organization culture. （essay代写)

  Most research put the slogans, organizational system or institution as the symbols, while some other researchers account the behavior pattern into this aspect, such as Schein (1982). Though the symbols of organization culture are visible, they are often not decipherable (Schein, 1982). Thus, this paper would like to consider the organization from the profound level, the value. According to the previous literature, all these definitions are significant in their respective domains without contradictions (see figure 1). The basic assumption is the original resource for the organization culture, but difficult for measure. The symbols would be visible and audible; however, they need professional skills, hard to master, to decipher them into the phase of culture. So this paper would like to focus on the shared value to conduct the research on the relationship between the organization culture and corporate performance. The shared value is the most accepted aspect in the research of organization culture due to its meaning and measurement.（essay代写)

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