開題報(bào)告書模板(93)

1、表一 本科畢業(yè)論文（設(shè)計(jì)）開題報(bào)告論文（設(shè)計(jì)）題目： Comparative An alysis of Corporate Culture Betwee n Chi na andAmericaTake HUAWEI and Apple for Example中美公司企業(yè)文化的比較分析 以華為和蘋果公司為例一、引言With the diversified developme nt of scie nee and tech no logy, economy, culture and politics, the links between countries are getting closer a

2、nd closer, and culture has become a bridge betwee n coun tries. But the en vir onment and cultural backgro unds o people around the world are different. Cultural diversity, nationality, and history have prese nted the world with a valuable in tan gible wealth. However, the corporate culture of each

3、country has its own characteristics. The comb in atio n of social system, traditional culture, historical development, geographical location and other factors makes the corporate culture show differe nt characteristics.In today's era of econo mic globalizati on, Chin ese and foreig n corporate c

4、ultures are constantly interpenetrating, and the distinction in many aspects has become increasingly blurred. Just as Chinese companies are continually drawing on the positive aspectsof foreign corporate culture in order to complete the integration of enterprises with the international economy, and

5、facing the huge market of China, foreig n compa nies are con sta ntly tryi ng to adapt to Chi na's corporate culture. The most prominent performanee is the merger of Chinese companies and foreign companies. In this information age, information is very easy to obtain and dissem in ate. Any en ter

6、prise man ager will not miss the opport unity to learn the excelle nt cultural spirit of other compa nies and perfect themselves corporate culture.This article is a comparative study of the corporate culture of Chinese andAmerica n compa ni es. Although Chi na and the Un ited States have great diffe

7、re nces i culture and corporate culture, corporate culture plays a different role for each company: corporate culture has a distinct the personality and characteristics of the times are the soul of the enterprise. It is the key to the core competitivenessof the en terprise and the driv ing force beh

8、i nd the con ti nu ous developme nt of the en terprise Moreover, the corporate culture of every country has something that we think is excellent and worth learning. As discussed in this article, Huawei and Apple represert two different corporate cultures of high-tech companies in China and the Unite

9、d States.Through an alysis and research, we un dersta nd the differe nces in corporate culture between China and the United States. Therefore, mastering the differences and similarities betwee n Chin ese and America n corporate cultures is of great sig nifica nee for improvi ng in tercultural com mu

10、ni cati on skills. It can help us un dersta nd the excelle nt corporate culture of the Un ited States. The formatio n and developme nt of the compa ny, after fully un dersta nding, to achieve the best lear ning results. Of course, not all corporate cultures are excelle nt, so we n eed to take the es

11、se nce,a nd take a serious look at the differe nces betwee n Chin ese and America n corporate culture.二、研究目的This article is a comparative study of the corporate culture of China and the Un ited States, an alyz ing the formatio n and developme nt of corporate culture between China and the United Stat

12、es, and discovering the differences in corporate culture betwee n the two coun tries, from the staff to the man ageme nt, to the corporate culture of the entire enterprise differences, with China Huawei and the United States Apple as a case study, try to an alyze the adva ntages and disadva ntages o

13、f the corporate culture of the two countries, and put forward some inspiration for the development of adva need corporate culture of Chin ese en terprises.三、研究依據(jù)和理論框架The Fortune 500 companies selected by Fortune magazine have their own excelle nt corporate culture, and the magaz in e's select io

14、n also summarizes the key to bus in ess success, that is, corporate culture. Former CEO of GE Welch once said that culture is an irreplaceable spiritual competitive factor for enterprises, and enterprises rely on tale nts and culture to win. This is the consen sus of all compa ni es. The highest lev

15、el of competition between enterprises is the competition of corporate culture. A compa ny's competitive strategy can be imitated and borrowed by competitors, and theoflevel of tech no logy can be surpassed, but corporate culture cannot be imitated. The secret of a company's success is corpor

16、ate culture. For a successful company, corporate culture is the embodime nt of the compa ny's employees. The man ageme nt en terpriseshas a very close relati on ship with the traditi onal culture of the coun try. The national and traditional culture must exist in the management of enterprises an

17、d become the cultural basis of enterprise management.lt is precisely because the traditi onal culture of each country is differe nt, and the corporate culture is differe nt. The differenee between Chinese and Western culture, history, geographical en vir onment, politics, and religi on also creates

18、a differe nee in corporate culture.This paper focuses on the analysis of the differences between Chinese and America n corporate culture, and fin ally puts forward the en lighte nment of the corporate culture of Chinese enterprises, and proposes the differences of corporate culture from differe nt l

19、evels, as well as the adva ntages and disadva ntages of Chinese and American corporate culture. In the article, the traditional cultures of the two countries are compared and the differences between the two cultures are proposed. Based on the theory of cross-cultural com muni catio n, cultural man a

20、geme ntand the value of corporate culture, and the theory of corporate culture, the compa ny an alyzes the corporate culture and finds the differences and similarities of corporate culture accord ing to specific Chin ese compa nies and America n groups.四、研究問題The main purpose of this paper is to con

21、duct a comparative study of Chin ese ar America n corporate culture, to find out the differe nces betwee n cultures and corporal cultures, and to provide excelle nt corporate culture in spirati on for the developme nt of Chinese enterprises. The following questions are the main research questions in

22、 this article:1. What is the cultural differe nee betwee n Chi na and the Un ited States?2. How do the formation and development of corporate culture in China and the Un ited States form two differe nt corporate cultures?3. What are the differences in corporate culture between China and the UnitedSt

23、ates?4. What are the adva ntages and disadva ntages of the corporate culture of the two coun tries?5. What are the implicatio ns for the developme nt of Chin ese corporate culture?五、文獻(xiàn)回顧This paper summarizes and analyzes the results of comparative research on corporate culture in different countries

24、 at home and abroad, and summarizes the researchstatus of corporate culture in China and the Un ited States. It is found that Sino-US corporate culture research is relatively rare and not systematic. There are many studies on corporate culture phenomena in China and the United States, and there are

25、few studies on the cultural factors behind the phenomenon, but there is still some research data. On this basis, we first in troduce the viewpoi nts of the corporate culture theory and the research on the concept, structure and development of corporate culture. Then compare the n ati onal culture an

26、d corporate culture of China and the United States, and find the differences between the national culture and corporate culture of the two coun tries. Through comparative an alysis of Chin ese and America n corporate culture, it helps both compa nies to absorb each other's adva ntages and promot

27、e the vigorous development of corporate culture. This paper takes the corporate culture of Chin ese Huawei and America n Apple as the research object, and studies the differe nces betwee n the corporate cultures of the two coun tries, hop ing to provide some in spirati on for the developme nt of Chi

28、n ese corporate culture.The two research results that have the greatest impact on the cultural differe nces between China and the United States were completed by two groups of scholars represented by Hofstede and House. The Dutch scholar Hofstede et al. (2005) compared the cultures of 74 countries a

29、nd regions from five dimensions based on a survey of IBM employees in doze ns of coun tries around the world and other related research. A group of scholars led by House (2004) compared the cultures of 61 coun tries from nine dime nsions in a project called GLOBE. The questi onn aire used by Hofsted

30、e asks the in dividual's feeli ngs about the orga ni zati on's reality and thein dividual's n eeds. The research con clusi ons reflect the actual situati on of social culture. House's questi onn aire asks the actual situati on of the work ing en vir onment of the resp ondent, and ask

31、s the resp ondent what the society thin ks. He refers to the former as "social practice (actual)" and the latter as "social values(should) ". In some com mon dime nsions, the two studies have draw n similar con clusi on s, in clud ing China's greater power distance than the U

32、nited States, China's more emphasis on collectivism, and the Un ited States' emphasis on in dividualism and Chin a's emphasis on Ion g-term orie ntati on. However, the differe nce betwee n the Chin ese and American cultures reflected by the House Institute in terms of power distance, ind

33、ividualism and collectivism is not as large as that reflected by the Hofstede Institute; in the un certa inty avoida nce, the two studies The con clusi on is exactly the opposite.Both of these studies are about social culture. As for the differences betweenChin ese and America n corporate cultures,

34、the releva nt literature can be roughly divided in to two categories. One is to summarize the dime nsions of Chin ese corporate culture and find differences by comparing them with the dimensions of the major corporate culture scales in the Un ited States.Another type of literature is based on the di

35、fferences in social culture between China and the United States, which raises corporate culture differences. Most of the existing Chinese literatures are of this type. The conclusions of this kind of literature are not based on empirical research on enterprises. Even if there are examples of en terp

36、rises in the literature, they are all cases. The source of their opinions should be main ly social culture.For example, Ma Xiunan put forward his own views on Chinese and America n corporate culture in his own articles, and study ing econo mic issues from a cross-cultural perspective has become a ne

37、w trend. Corporate culture comparis on is an importa nt part of it. As the most strategic man ageme nt thought and man ageme nt method of modern enterprises, corporate culture directly affects the core competitiveness of enterprises and determines the successor failure of enterprises. Based on this

38、kind of thinking, this paper makes a comparative analysis of the corporate culture of Haier Group in China and Mars Enterprises in the United States from a cross-cultural perspective, aiming to find out the uniqueness of the two compa nies in the con struct ion of corporate culture, and thus to othe

39、r Chin ese en terprises. Being able to become a world-re nowned compa ny as soon as possible can provide useful less ons for refere nee.Wang Lixia, Zhou Yan g's article uses the dime nsions of Denison's orga ni zati onal culture model to an alyze the corporate culture of Microsoft and Lenovo

40、, and through the comparison of two corporate cultures, to obtain similarities and differences in culture, and then to "see the leopard" On the basis of the homogeneity and heterogeneity of IT corporate culture, constructive opinions on the construction ofChin ese IT corporate culture are

41、put forward.Zhang Lifei and Wang Yongxiang's papers suggest that in recent years, commercial new product laun ches, as an importa nt form of market ing products, have been widely adopted by corporate companies video, audio, image, PPT and other multimodal discourses are widely used in the confer

42、ence, and these texts contain profound cultural factors. Multimodal discourse analysis provides a comprehensive analysis and interpretation method for exploring the cultural factors behind it. In this paper, the Iph one6 and Xiaomi 4 mobile phone conferen ces were used as comparative research object

43、s. Kressa nd Van Leeuwe n's visual grammar (Visual Grammar) was used to an alyze the discourses of the two conferen ces in a multi-modal an alysis to explore the Sino-US corporate culture behi nd them differe nee.Hu Xinyun, Liu Ning, and Su Yi's texts, from the perspective of Hofstein's

44、cultural dimension theory, compare the 2012 social responsibility report of Mobil OilCompany and China National Petroleum Corporation, and then summarize the differe nt corporate cultures of the Sino -US oil in dustry. The study found that the US oil company pays attention to the personal value of t

45、he company's employees, pays attention to the equality of men and women, timely and honest information disclosure strong sense of crisis, and a sound and specific system. The Chin ese oil compa ny pays attention to collective harmony, flexible management, and pays attention to the establishment

46、of "home culture."Defining the differences between Chinese and American oil companies is conducive to accelerating the internationalization of Chin a's petroleum in dustry and provid ing in formati on for the merger, i ntegrati on and cross-regi onal man ageme nt of the petroleum in du

47、stry.The above literature data through the comparative an alysis of corporate cultures between different types of Chinese and American companies, to find out the differences between Chinese and American corporate culture, based on this, to promote the developme nt of excelle nt corporate culture in

48、Chin ese en terprises.六、論文結(jié)構(gòu)預(yù)期結(jié)果（大綱）：Abstract摘要I. IntroductionII. Literature ReviewIII. The connotation of corporate culture3.1 The meaning of culture, the meaning of corporate culture3.2 The core, content and function of corporate culture3.2.1 The core of corporate culture3.2.2 Corporate culture co

49、ntent3.2.3 Corporate cultureIV. The formation and development of Chinese and American corporate culture4.1 The Formatio n and Developme nt of Chin ese Corporate Culture4.2 The Formatio n and Developme nt of America n Corporate CultureV. Comparative Analysis of Chinese Huawei and American Apple Enter

50、prise Culture5.1 Differe nces in corporate culture at the social level5.2 Corporate culture differe nces at the corporate level5.3 Differe nces in corporate culture at the staff levelVI. Analysis of the Advantages and Disadvantages of Chinese Huawei andAmerican Apple Enterprise Culture6.1 Analysis o

51、f Advantages and Disadvantages of Chinese Huawei Enterprise Culture6.2 Analysis of Advantages and Disadvantages of American Apple Corporate CultureVII. Enlightenment to the development of excellent corporate culture in Chinese enterprisesVIII. Conclusion七、研究方法The research methods to be adopted: data

52、 search, theoretical research, case an alysis, and literature research.八、研究步驟1. An alysis of Chin ese and America n corporate culture with traditi onal Chin ese and America n culture;2. An alyze the differe nces betwee n Chin ese and America n corporate cultures;3. Process and generalize the literat

53、ure;4. Draw con clusi ons and complete the paper.九、參考文獻(xiàn)Allen,N J&Meyer,J.Affective,continuance and normative commitment to the orga ni zatio n,1996.My Nguyen, Minh Truong,The Effect of Culture on Enterprise's Perception of Corporate Social Resp on sibility: The Case of Viet namJ.Procedia CIRP, Vlume 40,