Beruflich Dokumente
Kultur Dokumente
0 Introduction
The enterprise culture is the intangible assets of the enterprise, which the
enterprises will form their own unique value concept, behavior norms, business
strategy, enterprise image with the development and continuing to accumulate of
enterprises. This is the unique connotation. The unique corporate culture is strong
the spiritual intension is stronger (Yanfang, L., 2003). With the development of
the knowledge economy, the competition among enterprises is increasingly
reflected in the culture of competition, which this fully shows that the corporate
culture and enterprise development are closely related, enterprise culture has
become a key factor in the competitiveness of enterprises and enterprise decision
basis. The key to the development of enterprises is the innovation, the key to
innovation is the concept of innovation and cultural innovation. Enterprise culture
through innovation to achieve their own development and the development of
enterprises (Jianjun, L., N.D.). The following article will analyze how the
management of the board of directors affects the innovation of enterprise culture.
2.0 Develop the culture of innovation in organization
2.1 Set specific innovation goals for management
The purpose of enterprise culture innovation is to improve the internal
coherence and external competitiveness. At the same time, the key of
enterprise cultural innovation is the concept of innovation, which the basis of
the concept of innovation is the world's advanced culture. The board of
directors shall establish the boardroom of corporate cultural innovation that
concentrates on the innovation of enterprise culture research and consulting,
and periodically presents the highest decision-making level with the idea of
corporate culture innovation. Once the board has established a goal, they will
set specific and detailed goals for innovation plan (Deschamps, JP.,2015). For
instance, Whirlpool's Chairman and CEO, Jeff Fettig who set a target that the
enterprise will double the performance by the innovative channels in the next
two years. The senior managements be aware that want to do this. They need
to reallocate the innovative resources of company and to strengthen and make
a breakthrough in the early product from the late stage of products. Whirlpool
would not have been able to establish set outrageous expectations for
innovation, to measure the results of those actions or actively rebalance its
innovation investment, if there is not a comprehensive plan (Hamel,G. &
Tennant,N., 2015). Therefore, the board of directors should be combined with
the current situation of the development of enterprise, which according to its
own situation and find out the existing enterprises between the current
problems and other enterprises of the disparity, and to clear objectives to the
targets expected of the innovation of enterprise culture. In the process of
corporate culture innovation, the board of directors to determine the corporate
culture in the enterprise management in the core position, establish business
objectives, to develop the various stages of the target (Schein, E., 2007).
3.0 Conclusion
Once the formation of corporate culture, it will play a huge role in the operation
and management of business. It does not because of changes in the board of
directors to make a difference, but continue to flourish and inheritance. This
shows that corporate culture innovation is a complex project, which not the board
of directors to develop a number of systems will be able to solve the problem
which need to do a lot of work. These are just some of the ideas for the analysis
of corporate culture innovation, and other large number of work also requires the
board to do one thing to do. At the same time, it should be clear, because the
social culture is always in the dynamic development, and the corporate culture as
a part of social culture that will also face the innovation and development. The
innovation of enterprise culture is a long-term work, which will run through the
development of the enterprise.
Lin Yanfang, The research on the cultivating relationship between the corporate
culture and the core competence of the corporation[J]. Modern finance, 2003.
(10).60-62.
Edgar Schein, The Corporate Culture Survival Guide, (California: Jossey-Bass,
1999); Sally Riad, Of Mergers and Cultures: What Happened to Shared Values
and Joint Assumptions, Journal of Organizational Change Management, 20, no.
1 (2007). https://gbr.pepperdine.edu/2010/08/recognizing-organizational-culture-
in-managing-change/#_edn3