企业文化建设外文翻译文献.docx

1、企业文化建设外文翻译文献企业文化建设外文翻译文献 (文档含中英文对照即英文原文和中文翻译) 原文：Enterprise culture:necessary in promoting enterpriseSteven CarterThe paper investigates the effects of the Zimbabwean national culture on enterprise development. In-depth interviews were carried out with fifteen entrepreneurs and seven members of the

2、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, lets-pull-him-downsyndrome, dependency syndrome, high living, and absence of role models, refusal to accept entrepreneurshi

3、p, 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 also identifies the desired enterprise culture.INTRODUCTIONEarlier research on enterprise development mainly focused on the p

4、ersonal 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, 1969; Bellu, 1988; Rotter, 1966). Curran (1994) argued that traits alone were inadequate to explain entrepreneurship, and some

5、 found no direct link between traits and entrepreneurial behaviour (Bird, 1988; Guth, 2001). Hence, further research moved on to considering the environmental factors (political, cultural, economic, regulations andpolicies) that affect enterprise development. It was argued that countries desiring to

6、 promote enterprise development need to address these environmental factors (Telantino, 1995; UNCTAD, 1995; Gnyawaii, 1994; Bird, 1989; Chell, 1985; Vaselainen, 1999).Enterprise development has been viewed as a means of reducing unemployment, easing other social problems and as the best way of creat

7、ing 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 other countries, Zimbabwe has run enterprise development programmes, created and adopted policies aimed at creating a conduciv

8、e environment for enterprise development. Unfortunately, the efforts to promote enterprise development in Zimbabwe have not been successful(Mlambo, 2000; UNDP, 2000).The paper explores the factors that make up the Zimbabwean national culture relating to enterprise development. It also establishes th

9、e effects that these factors have had on enterprise development.LITERATURE REVIEWCulture is defined as a set of 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 evo

10、lve through different stages of socialisation, through institutions like family, religion, formal education etc. It was further asserted that different cultures influence enterprise development differently (Hofstede, 1991). Furthermore, others believe that the national culture should be included whe

11、n 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 of its culture that promotes individualism (De Pillis eta/, 1998; Wong, 2001), while failure of enterprise development in Ireland

12、 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 promoted spiritual harmony and acceptance of destiny (Dana, 2000). Similarly, entrepreneurship has not succeeded in countries where it

13、 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 other hand, entenrise development succeeds in a nation that embraces it, where it is viewed as a noble way of life and especially whe

14、re 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 (G

15、ibb, 1996). Therefore, countries can attempt to promote enterprise development by accepting and elevating the societal role models and raising the practical support given to entrepreneurs (Raynolds, 1991; Specht, 1993).Entrepreneurs who enjoy high-living at the expense of their enterprises have diff

16、iculties in succeeding (Spring, 1998). In both developed and developing countries, 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 peopl

17、e who have the best capacity to succeed as business people and Morrison (2000) argues that formal education system is to be blamed for producing conformists and not entrepreneurs. To address this, Stevenson (1996) argues that entrepreneurship should be taught from a young age, in schools and college

18、s.Meyanathan (1994) demonstrated the difficulties in promoting enterprise in 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.Literature researched has discussed different aspect

19、s 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. Hence, this paper explores the factors that make up the national culture, and, in particular, those relating t

20、o enterprise development in Zimbabwe.RESEARCH METHODThe paper seeks 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 development in

21、 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 tacit knowledge and experience of the researcher throughout the research process. Based on

22、the qualitative research method,non-probabilistic (purposeful) sampling was carried out, where the respondents pointed the researcher to the next respondent (Remenyi, 2001).This is called snowballing.The sample was made up of twenty-two respondents (elites). All respondents were elites chosen for th

23、eir expert knowledge (Remenyi,1998; Lincoln 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 sevenelites was triangulation (Remenyi, 1998;Linco

24、ln and Guba 1990; Carson 2001). There was needed to get a different view from that of entrepreneurs, that is, those who supported the work ofentrepreneurs (from financial organisations, development and training organisations and the government). These respondents had supported entrepreneurs through

25、financing, training etc. for at least six years. All entrepreneurs interviewed were business people who had started and managed their enterprises for more than six years.Consistent with this research approach, face-to-face in-depth interviews were carried out using an interview guide. The interview

26、guide was based 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.The collected data was analysed using the thematic analysis, as des

27、cribed by Miles and Huberman (1994), and Wengraf (2001). The research was conducted in two phases. The initial phase culminated in establishing a list of cultural factors that have affected enterprise development. After the first round ofinterviews with the 22 respondents, their responses were analy

28、sed. The results were then subjected to further scrutiny by nine respondents who had taken part in the first round of interviews, and who were hence familiar with this research and considered able to provide the sound scrutiny. Furthermore, a programme that was established to promote enterprise deve

29、lopment was also evaluated as a way of triangulation. It was a way to find if there was any convergence on the cultural factors mentioned by the entrepreneurs as having negatively affected enterprise development and those that had affected the programme. Therefore, the second round ofinterviews and

30、an evaluation of the enterprise developing programme were to provide further verification, a way of improving trustworthiness and rigour.The research methodology adopted allows the researcher to use tacit knowledge and experience throughout the process; hence there will be instances (in presenting t

31、he findings) where some assertions are not sourced,but are attributed to the researchers knowledge and experience of Zimbabwe.Consistent with the research method, in presenting findings of this research, a summary of the respondents views is provided and to emphasise this position some quotations ar

32、e included in the text and a sample of others can be found in.One respondent said: remember, our culture does not necessarily promote people who succeed. Success is not very much part of our culture.From the respondents point of view, one of the reasons why enterprise development did not flourish in

33、 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, lets pull-him-down syndrome, dependency syndrome, poor quality goods and service delivery, refusing to accept entrepreneurship as a way