Why is corporate culture the decisive factor affecting the core competitiveness of enterprises?

Corporate culture is the sum total of basic beliefs, values, ethics, rules and regulations, codes of conduct, cultural environment, product brands and business strategies formed by enterprise organizations in long-term practice. It is a special organizational culture or subculture, an organic part of the whole social and cultural system, and a direct inheritance and development of modern enterprise management theory. The concept of corporate culture was put forward by American scholars in1early 1980 s on the basis of summarizing Japanese business management experience. At that time, Japan began to surpass the United States in many fields such as automobiles, home appliances, information, optics, steel, shipbuilding and so on. American management scholars have "explored" more than 80 Japanese enterprises and successively published "The Strategist's Mind-The Management Art of Japanese Enterprises" (Richard De? ; Carl and Anthony? ; Also), "Z theory-how American business meets the Japanese challenge" (William? ; Ouchi), corporate art, seeking advantages-the experience of the most successful enterprises in the United States (Thomas? ; Peters and Robert Jr.; Wortmann) and "corporate culture" (Terrence? ; Deere and Allen. ; Kennedy) and other monographs on Japanese management art attribute the mystery of Japan's success not only to a management science, but also to a culture, and put forward the conclusion that "most outstanding and successful companies have strong corporate culture", which marks the birth of corporate culture theory. Subsequently, the management revolution characterized by "soft" management in the United States, that is, the corporate culture revolution, marked the arrival of a new era in which American enterprises used corporate culture management theory to innovate management and enhance their competitiveness. There are three milestone theories in enterprise management theory: scientific management, behavior management and modern management science. The theory of enterprise culture is the fourth milestone of enterprise management theory, which marks the highest level of the development of enterprise management theory. The emergence of corporate culture theory is the result of people's conscious study of the essence, characteristics and operating rules of corporate culture phenomena and corporate culture management methods. The leap from spontaneity to consciousness and from practice to theory realized by American scholars is realized under the challenge of Japanese management, on the basis of comparing Japanese and American management styles and summarizing Japanese management experience. Corporate culture, from spontaneous phenomenon to conscious practice to theory, marks a revolution in management. The theory of enterprise culture, which aims at studying the emergence and development of enterprise culture, is not only an important part of enterprise management theory, but also a new milestone of enterprise management theory, marking the highest level of enterprise management theory development. The core of corporate culture theory is: people-oriented, respecting and trusting people, putting people in the main position of enterprise management, emphasizing the role of cultural identity and group consciousness, opposing the simple emphasis on management, and focusing on establishing a clear value system and code of conduct for enterprises on the basis of absorbing the essence of traditional cultural circles and advanced management ideas, so as to realize the organic combination of enterprise goals and personal goals, and realize the best combination and dynamic balance of material, spirit and system within enterprises. Throughout the development of enterprises in China since the reform and opening-up, there are three characteristics of enterprise competition: product competition. In the early days of reform and opening up, China was in an era of commodity shortage. At this stage, enterprises are competitive as long as they can produce marketable products that are popular with consumers. Service competition. After several years' development, many enterprises realize that it is difficult to get consumers' recognition in the market only by products, so the competition between enterprises has developed from product competition to service competition. In other words, which enterprise has better service and can provide consumers with high-quality service will have higher competitiveness. Cultural competition. 2 1 century, the competition between enterprises has risen from service competition to cultural competition. How an enterprise's products and services change from "doing" to "doing well" will test whether the enterprise has a good cultural connotation. The practice of excellent enterprises at home and abroad proves that culture plays a very important role in enterprise competition, and excellent enterprises at home and abroad have their own unique excellent corporate culture. In the long-term development of these enterprises, corporate culture has played a vital role. Enterprise culture is the foundation of enterprise's core competitiveness. Corporate culture is heterogeneous and difficult to imitate, which is embodied in the following aspects: (1) Corporate culture is the consciousness of survival and decision-making formed in the process of enterprise development, and it is the core value of enterprise gradually formed in the environment of enterprise survival and development. For example, the spirit of sharing worries, hard work and self-reliance for the country in the anniversary was formed in the 1950s and 1960s when China faced foreign blockade, domestic economic difficulties, dispersed oil production and certain dangers. (2) Corporate culture originated from the advocacy and demonstration culture of a few people. Only a few people always put forward cultural ideas that reflect objective needs, advocate changing old ideas and behavior patterns, and become pioneers of corporate culture. The demonstration of a few leaders and advanced elements inspired and inspired others in the enterprise and formed a new cultural model of the enterprise. (3) Corporate culture is the result of adhering to standardized management. Corporate culture is essentially a process of defeating old ideas and behaviors with new ideas and behaviors. Therefore, the new concept must be widely publicized and instilled before it can be gradually accepted by employees. For example, after decades of propaganda and indoctrination, Japan has formed a sense of crisis and competitive spirit among employees and even the whole nation. Therefore, due to the differences in business environment, industry, development history and other factors, different enterprises will inevitably have different corporate cultures. As a code of conduct and spiritual strength, corporate culture is a long-term, basic and strategic factor that affects the growth and decline of core competitiveness of enterprises, and it is also a mirror of enterprise management. Core competitiveness is formed and accumulated on the basis of unique corporate culture, and talents, culture and processes are its carriers. Only through long-term study and cultivation can the accumulated corporate culture be gradually formed together with products, brands and patents, and evolve into the foundation and organic part of the core competitiveness of enterprises. Corporate culture and core competitiveness complement each other. Enterprises lacking excellent culture will not cast lasting first-class core competitiveness. Conversely, the possession and maintenance of the first-class competitiveness of enterprises are often rooted in excellent corporate culture. Core competitiveness is the highest and most concentrated embodiment of the success of corporate culture. At the same time, the formation and function of core competitiveness based on excellent culture provide a solid and rich material guarantee for the cultivation and promotion of corporate culture.