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EnterpriselifecycleandtheenterpriseculturechoiceN.J:PrenticeHallJournalofManagement,2003,(17):191-211.Inthe1980s,theAmericanmanagementexpertsIraqchuck?Adizes'(IChakAdizes)putforwardenterprisedrlife-cycletheory,itfollowsthesamewithbiologicalenterpriselifecyclerule,willexperienceafrombirth,growthtoaginguntildeathlife.Figuresshowthat,1970amongthefortuneglobal500listto1983,theenterpriseshouldhave1/3hasbeenextinguished.Thislistfromtheenterpriseproductiontodecay,averagelifeexpectancyisonly40~50yearsold.InJapanandEurope,enterprise'saveragelifecycleof125years.IntheUnitedStates,theenterpriseaverage62lessthan5yearsthelifecycle,livecanover20yearsofenterpriseaccountsforonlythetotalenterprises,onlytwoofthe10businessescanlivefor50years,buttheaveragelifeexpectancyofChineseenterprisesonly7~8yearsold,especiallyprivateenterprise,notonlyaveragelifeexpectancyisonly2.9yearsold,andsurvivaloverfiveyearslessthan9,morethan8yearsoflessthan3.Thosewhooncefamousenterprise:forthisreason,giants,more...Afterallthebrillianceofswampinacmeoffbright-coloured,aflashinthepan.Whysomanyenterpriselifecycleissoshort?Whythenanothersomeenterprisehasundergoneseveralhundredyearsstillinheritanceevergreen?Scholarshavedifferentexplainthis.Somepeoplethinkthatisthedifference,othersindustrialexplanationoperationalmodesfordifferent,stillsomepeoplefindreasonsfrommanagementsystem,somepeoplethinkthatentrepreneursoftheprosandcons.Althoughtheseclaimshavecertaintruth,butseemtohaveinvolvedintherootoftheproblem,didnotfindtheenterprisedecision.Therealreasonforheritageevergreen.Withtheemergenceofenterpriseculturetheoryandtheunceasingdevelopment,theenterpriseculture,Ztheory,seekadvantages,Japaneseenterprisemanagementartfourbookspublishedmonographs,causedtheenterprisecultureresearchupsurge.Enterprisemoreandmoreawareoftheorganizationalcultureandregulatingtheimportantsignificanceoforganizationaldevelopment,moreandmoreprofoundunderstandingtoanexcellentorganizationalcultureonenterpriselong-termbusinessandenterprisedevelopmentplaysapotentialyetcrucialrole.Randcorporation,theinternationalmanagementconsultingfirmMcKinseystudyfoundthecompany,alltheachievementsaregreat,theroleofenterprisecultureisveryobvious.Excellententerprisecultureistheworld's500tothefoundationofsuccess.Thefundamentalcausesoflongevityandoutstanding,istheconstantinnovationenterpriseculture,andmaintainitsadvancednature.Worldfamouslongevitycompanieshaveacommonfeature,whichtheyhaveapersistentcorevalues,hasitsunique,enrichandexcellententerpriseculture.Enterprisecultureisakindofstrength,withthedevelopmentofknowledgeeconomy,ittoenterprise'sprosperityanddeclinewillplaymoreandmoreimportantrole,eventhedecisiverole.Cansay,the21stcenturyenterprisecompetitionbetweenenterprisesisthefundamentalcultureofcompetition.Whohasstrengthinculture,whohascompetitiveadvantage,benefitadvantagesanddevelopmentadvantage.Althoughenterpriseculturetheoryismatureandperfect,widelyenterpriseacceptedandused.Alargeenterprisewithexcellententerprisecultureinthemarketcompetitiontidetheinvincibleposition.But,ontheotherhandiscountlesscompanieslookingforsuitsownenterpriseculture.Andsomecompany,becauseenterpriselifecycleandthechangeofenvironment,theoriginalenterpriseculturehasnotsuitableforenterprisegrowth,evendiscouragesenterprisefromtheshacklesofsustainabledevelopment.Therefore,howtochooseconformtotheenterprisedevelopmentneedsoftheenterpriseculture,accordingtotheenvironmentandlifecyclechangesappropriatechoiceofenterpriseculture,becomearelationshipbetweenallenterprisesarefacingtheprosperityoftheenterprisemajorissue.Theauthorthinksthat,withinnerandouterenvironmentanalysisenterprisehandholdtograspdifferentlifecycle,themaincontradiction,throughtheenterpriseprincipalcontradictiontochoosetheenterpriseculture,istheenterprisecultureistheonlychoice.Themarxisthandholdthecontradictionthatthings,thelawoftheunityofoppositeslaws,isthemostfundamentalmaterialistdialecticsofrules.Theself-contradictrevealstheessentialcontentsoftheassociationswiththingsdevelopmentintrinsicpower,isourmostbasicmethodsofknowledge.Intheenterpriseinternal,alwaysdon'texistcountlesscontradiction,thesecontradictionsunceasingdevelopmentandtransformation,formedtheenterpriselifecyclegoesforward.Contradictionistheenterpriselifecyclemotivation,theevolutionoftheenterpriselifecycleiscontradictoryresultsofprogressivestruggle.Ontheotherhand,enterprise'svariouscontradictionswithenterprise'sprosperityanddeclinesuccessorfailuretooclosely.Duetothecontradictorynatureofthecomplexityofstatus,andconditions,thesolutionoftheproblemvariedalso.Onlyfoundtherightsolution,solvethecontradictionsoftheprincipalcontradiction,enterprisecanunceasinglydevelop,eventuallyinheritanceevergreen.Differentlifecycles,eachstagetheenterpriseinternalconflict,interestisdifferent,thefacingproblemsandpressureisdifferent,themaininconsistenciesalsovarywildly,thereforeenterprisehavedifferentalso,mustchoosematchdifferententerpriseculture.Butbecauseenterpriselifecycle,eachphaseoftheinherentregularityofenterprisecultureofnormalperformancehasgener