企业文化对it公司在跨国投资中的影响

上海交通大学硕士学位论文企业文化对IT公司在跨国投资中的影响姓名：林立申请学位级别：硕士专业：国际贸易学指导教师：徐云珠;任荣明2007010162200711763200711720071172ITIT500ITIBMPCITITIT3ITITITITITITHofstede4HofstedeIT5THEIMPACTOFCORPORATECULTUREONINTERNATIONALINVESTMENTOFITCOMPANIESABSTRACTInformationRevolutionisregardedasthemostsignificantchangebroughtintohumansocietysinceIndustrialRevolution.ITindustryhasbeenenjoyingaboomforthelastseveraldecades;theuseofcell-phone,computer,andinternethasbroughtaboutincredibledevelopmentinvariousfieldslikesociology,economics,andmilitarytechnology.Whenwetakeacloselookatthelistoffortune500,wefindthatinformationtechnologyisgenerallyexportedfromtheU.S.,JapanorEurope;thepatents,skillsandabilitytomanufactureremaininthehandsofafewindustrializedcountries.Asweallknow,whilecompaniesfromU.S.andJapanaretakingthebiggestpartinbusinessworld,theyhavedevelopedtotallydifferentcorporateculture.Consideringthefactthatbeinganew-bornentity,ITindustryhasunique6wayshandlingR&D,marketing,andoperating,thisarticleistryingtodifferentiatethecorporateculturebetweenUSITcompaniesanditsJapanesecounterparts.Inthebeginningofthearticle,largeamountofdataonpatents,aggregateeconomicvolumeandtradevolumeispresentedtoproveITindustrytobetheengineofworldeconomy.Then,ononehand,byarticulatingtheconceptofnationalcultureandcorporateculture,weanalyzehowthenationalcultureofUSandJapanwasmadeandhowtheseculturesleadtodifferentcorporateculture;ontheotherhand,wepresentaclearideaaboutwhatITindustryis,howtheyinvestabroadandwhatthedifferencebetweenITcompaniesandotherfields.Finally,withacase,wefigureoutthereasonwhytheITcompaniesfromUSandJapanhavedifferentbehaviorwheninvestingabroadfromtheperspectiveofcorporateculture.KEYWORDS:IT,corporateculture,US,Japan,Hofstede9209020035002057213.7%50014.6%12235.7%50018.3%309IBMSBC192006500170709361011.1.1180nationalculture,HofstedeHofstedeHofstedeIBM6423192315145(1).powerdistance(2).individualismcollectivism12(3).masculinefeminine(4).uncertaintyavoidanceHofstedeHofstede(5).long-termorientationshort-termorientation23HofstedeHofstede199113HofstedeSymbolsHeroes,,RitualsValuespractice.1.2301981198214Z1981·WilliamOuchi——ZA(American)J(Japan)(IBMP&G)JZZZ1982·(TerrenceE.Deal)·(AllanKennedy)(CorporateCulture),12345-:(Strategy)(Structure)(System)(Stuff)](Style)(Skills)(Superordinategoals)7-S.151.31231.3.1(1):RobbinsandCoulter1999a.Innovativecorporatecultureb.(Qualityfocusedcorporateculture)c.(Resultfocusedcorporateculture)d.(Humanfocusedcorporateculture)e.(Groupfocusedcorporateculture)f.(Aggressivecorporateculture)g.(Conservativecorporateculture)h.(Developmentfocusedculture)(2):EdgarScheina.Artifacts16-b.Espousedvaluesc.Basicassumptions1.3.21992JohnKotter&JamesHeskettCorporateCultureandPerformance1987-19912001117682%166%282%36%901%74%756%1%1997DanielRDenison(CorporateCultureandOrganizationalEffectiveness)5/adaptabilitymissioninvolvementconsistency1234setoflensesforviewingorganizationalcultureandforunderstandingboththequantitativeandqualitativeresults.1.3.3(1)Denison2080Denison34ReturnonInvestmentReturnonSales2351,500adaptabilitymissioninvolvementconsistency18ReturnonAssets(2).OrganizationalCultureAssessmentInstrumentOCAIQuinnCameronOCAIclanhierarchyadhocracymarketOCAI6dominantcharacteristicsorganizationalleadershipmanagementofemployeesorganizationalgluestrategicemphasescriteriaofsuccessOCAI(3)Hofstede:HofstedeGeertHofstedeHofstedenationalculture80206process-orientedversusresults-orientedjob-orientedversusemployee-orientedParochialversusprofessionalopensystemsversusclosedsystemstightlyversuslooselycontrolledpragmaticversusnormative192.1InformationTechnologyIndustryIT1977OECD“”“”“”819996IIITIT/2-1IT20ElectronicBusinessInformationTechnologyIT21ITITITITITITITITITIT2.2IT2.2.1ITIT22ITITCDMA200262%2003200350%2004SonyDVDHDDVDITIT:IT,,ITIT2.2.2ITIT23IT,ITITIT,ITITITR&DITITITRD24IT(1920),:,,,,,ITITIT,:,,,,,,,,,,,,,,,,,IT,,IT2.2.3IT1.ITIT25ITITIT2.ITITITITIT,IBM1060%,1+122000IT1450%26IT3.1(1).(2).1.2.3.200(3).27200(4).“”(5).3.2IT283.2.1(1).Taylor1911ScientificManagement(2).2030(Mayo18801949)(A•H•Maslow19081970)(F•Herzberg)(D•M•McGregor19061960)“XY”Mayo“”(3).7029•(M•E•Porter)80•M•Hammer•J•Champy“”80•(P•M•Senge)3.2.2(1)30(2).3M3M525303M42,(3).19D.C.McCallum203150(4).3.3ITIT32199715,1,80%,2.7,170IBM()IBM976Google441988199871120002005719GoogleGoogle“”914GoogleGoogleITOECD2003R&D20012004111040033ITGBAIT520045034IT4.1371214%24%(1).35(2).(3).80479412.7%3%210%36--(4).19,,(:),,,,,(,)“”“”“”374.2IT4.2.1(1).(450)()(2).670(3).890388090(4).90904.2.2(1).::,,:,,,,,,,,J.C.Ahegglen1958TheJapaneseFactory39PromotionbylengthofserviceRewardbylengthofservice31.4140“”“”,,,,,,,1/3-2/360%(2).40:95003-57080FamilyComputer8090PlayStationPlayStation2101995168335(3).:a.“”4160-80…”b“”“”8206:42c.“”——(4).,,,,,0.95%,,3.5%,7.7%,8.3%,10.6%,13.8%,QC()4381012,1007013020052005330200412.2%4.3ITIT+IT44ITIT1.2.40.7%57.1%.45IT5.15.1.1HofstedeHofstedeITIBMHofstede5-15-1HofstedePowerDistanceIndividualismMasculinityUncertaintyAvoidanceLong-termOrientation40L91H62H46L29L35L67H66H65M31M54M46M95H92H80H68H71H43M86H30L95H50M40L90H1