毕业论文外文翻译-企业文化：促进企业的必备要素.doc

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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 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 enterpriseSteven CarterThe paper investigates the effects of the Zimbabwean national culture on e

2、nterprise 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, lets-pull-h

3、im-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 also identifi

4、es the desired enterprise culture.INTRODUCTIONEarlier 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, 1969; Bellu, 1

5、988; 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 (political, cultural,

6、 economic, regulations andpolicies) 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).Enterprise developmen

7、t 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 other countrie

8、s, 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 paper explores the

9、 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 REVIEWCulture is defined as a set of historically evolved, learned values, attitudes and meanings shared by the m

10、embers 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 enterprise develo

11、pment 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 of its culture th

12、at 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 promoted spiritual har

13、mony 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 other hand, entenrise

14、 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

15、 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 models and raising the practical support given to entrepreneurs

16、(Raynolds, 1991; Specht, 1993).Entrepreneurs who enjoy high-living at the expense of their enterprises have difficulties 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-empl

17、oyment. This makes it difficult for some countries to promote enterprise as it is not accepted by the very people 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 addre

18、ss this, Stevenson (1996) argues that entrepreneurship should be taught from a young age, in schools and colleges.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

19、 entitlement, whilst the neglected resent the entire system.Literature researched has 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

20、. Hence, this paper explores the factors that make up the national culture, and, in particular, those relating to 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 n

21、eed to answer the questions, what are the national cultural factors that have affected enterprise development 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 all

22、ows the inclusion of tacit knowledge and experience of the researcher throughout the research process. Based on 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

23、snowballing.The sample was made up of twenty-two respondents (elites). All respondents were elites chosen for their expert knowledge (Remenyi,1998; Lincoln and Guba, 1990) of enterprise development in Zimbabwe.Among them were fifteen entrepreneurs and seven respondents whose occupations or activitie

24、s supported entrepreneurs. The purpose for sampling the other sevenelites was triangulation (Remenyi, 1998;Lincoln 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, de

25、velopment 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 and managed their enterprises for more than six years.Consistent with th

26、is research approach, face-to-face in-depth interviews were carried out using an interview guide. The interview 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

27、 affected enterprise development in Zimbabwe.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 in establishing a list of cultural factors that have affecte

28、d enterprise development. After the first round ofinterviews with the 22 respondents, their responses were analysed. 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 conside

29、red able to provide the sound scrutiny. Furthermore, a programme that was established to promote enterprise development 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

30、 enterprise development and those that had affected the programme. Therefore, the second round ofinterviews and 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 researc

31、her to use tacit knowledge and experience throughout the process; 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 presenting findings of

32、 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 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 o

33、ur culture.From the respondents point of view, one of the reasons why enterprise development 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 model

34、s, lets 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 factors will now be elaboratedBad-debt CultureOne entrepreneur said: people do not payback

35、because there is bad debt culture; it is bad debt culture, which we need to jight. United Merchant Bank (UMB) went under, it went down because people were not paying back, though the owner had wanted to help fellow indigenous people.Although some respondents held this view, it should be noted that n

36、on-payment was not the only 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 banks of failing to support indigenous entrepreneurs. On

37、a weekly basis, this bank advertised in the national press, the need to indigenise and made the accusations mentioned above.According to UMB, the traditional banks lending conditions were too strict and their demands could not be easily met by most indigenous entrepreneurs; for example, collateral a

38、nd own contribution. Consequently,UMB urged them to follow its example of relaxing the borrowing requirements, where collateral was less emphasised than other aspects likeproject viability and management. As a result, good project proposals (on paper) were produced, received funding; unfortunately,

39、money was not paid back and without collateral the bank could not recover its debts and it went into liquidation. As a result, depositors funds were lost. In short,UMB did not follow prudent lending practice; hence, it is as much to blame as the borrowers who failed to pay back. UMB failed to take i

40、nto cognisance the bad-debt cultural dimension among its borrowers.Enterprise Culture: Necessary In Promoting EnterpriseThere has been ample evidence to support this assertion. The research established that in 1992, the government made available Z$100 million to support indigenous businesses and the

41、 default rate for this money was about twenty eight percent (28%). In 1994, the government 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 t

42、he default rate was about thirty one percent (31%). In 2000, the government availed 2$4 billion as a revolving fund for enterprise development and by 2002 0nly $2billion could be revolved, the rest was lost to bad debtors. There are other examples, where certain individuals have borrowed from banks

43、and not paid back. For example, Mr. Sibanda (not his real name) who is now a well known property mogul in Zimbabwe; has borrowed huge amounts from different banks to buy several companies (one company was a shoe making company, another manufacturing conglomerate, bought shares in a cement making com

44、pany and others) and has been a bad debtor. Through his property developing company, he developed properties using borrowed money from a building society and did not pay back. The building society later on went into financial difficulties (not necessarily because of him alone) and had to be rescued

45、by the Central Bank.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 entrepreneurs face major challenges in collecting their debts from the borrowers. Respondents believed that ma

46、ny entrepreneurs are under the impression that one can borrow but not necessarily need to pay back. As a result of this culture and resultant behaviour, some programmes (including donor money mentioned above) that lent money to SMEs have had high default rates.Date Source: Steven Carter.Enterprise c

47、ulture:necessary in promoting enterprise;less-ons from enterprise development in ZimbabweJ. Journal of Enterpring Culture,2006 (3):P177-198译文二 ：企业文化：促进企业的必备要素史蒂文卡特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

48、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。引言 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。 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）。 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。文献综述文化被定义为