等部分内容。论文的公布（包括以电子信息形式刊登）授权东南大学研究生院办 理。 研究生签名， 导师签名， 日期，东南大学硕士学位论文 摘要 I 国有企业文化的融合性分析 研究生，陶继江 导师，周 勤 东南大学 摘要 文化，是一个国家综合国力的重要体现。企业文化，是整个社会文化的重 要组成部分，相对于社会文化而言是一种亚文化，必然带有社会文化的特质。 中国对企业文化理论的研究起步较晚，同时受到西方企业管理模式和多年计划 经济的影响，中国国有企业对于企业文化的建设仍在滞后阶段。在此形势下， 如何加强国有企业文化的建设与创新无疑对于增强国有企业的核心竞争力，建 立现代企业制度有着极为重要的现实意义。 国有资本、集体资本、非公有资本相互融合的混合所有制经济是当前和今 后一段时间内我国基本经济制度的有效实现形式,也是国有企业深化改革的方 向。在这一背景下产生的国有企业文化，一定是带有融合性特征的企业文化。 那么，基于对国有企业文化融合性特征的分析，本文在理论和实践的结合上试 图回答两个问题，一是国有企业文化是什么，二是国有企业文化建设做什么， 回答第一个问题，我的思维逻辑有三条主线， 第一条是以人的发展为主线。文化是人的文化。文化的主体是人，客体也 是人。文化作为结果是“文”的人格化即“人化”。文化作为过程是“文”对 人的转化，即“化人”。企业文化是企业人的文化，企业人由企业三大基本资 源要素（资本、管理、劳动）的占有者(所有者、管理者、劳动者)组成。三个 主体形成三种企业文化，即所有者文化、管理者文化及劳动者文化，或者称治 理文化、管理文化及职工文化。企业文化的共性特征是企业人本文化，国有企 业人本文化应当是比西方企业人本文化更彻底的人本文化。 第二条是以企业制度变迁为主线。企业人按一定的法律制度和契约章程组 成企业。企业的财产制度和治理方式是企业的基本制度。本文并不讨论企业制 度的合理性，而是研究在一定的企业制度之上会产生何种企业文化。企业制度 决定企业主体文化的类型。企业主体文化首先表现为企业治理文化，其次才表 现为企业管理文化和企业职工文化。当今国内外主要有三种类型的企业主体文 化:家族企业的主体文化是企业宗本文化；资本企业的主体文化是企业资本文 化；国有企业的主体文化是企业党本文化。前两类是以私有制为基础的企业主 体文化，第三类是以公有制为基础的企业主体文化。 第三条是以融合为主线。融合是文化的本质特征，文化是“人化”与“化东南大学硕士学位论文 Abstract II 人”的融合。企业文化是企业治理文化、企业管理文化和企业职工文化的融 合。国有企业文化是企业党本文化与企业人本文化的融合。优秀的企业文化是 企业主体文化与多元文化的融合。 回答第二个问题，主要是国有企业文化建设的方向和路径选择。以本人在 国有企业多年从事企业文化工作的实践，我认为我国国有企业文化建设的难 点，是对国有企业文化的融合性特征的把握。 第一，是对国有企业企业治理文化、企业管理文化、企业职工文化融合性 的把握。 国有企业文化不仅是企业管理文化，或者说，不仅是企业领导如何管理员 工和企业，更重要的是企业的所有者（全民包括员工）如何监督领导和发挥主 人翁作用。在国有企业治理制度体系建立和完善中形成的企业治理文化，在工 人阶级主人翁作用发挥过程中形成的企业职工文化也是国有企业文化的重要组 成部分。 国有企业的所有者、管理者、劳动者三大主体的角色定位和转换，对三大 主体的本体利益及企业总体利益的协调和实现，是国有企业治理文化、企业管 理文化、企业职工文化融合发展的主要内容。 第二，是对国有企业主体文化与多元文化融合性的把握。 在国营企业制度之上形成的企业主体文化是企业党本文化。它既表现为党 在国有企业的领导核心作用，又表现为党在国有企业的思想政治工作。但是这 一本质特征必须与企业文化的共性特征融合在一起，与西方优秀的企业文化和 我国传统的民族文化融合在一起才能发挥更大的作用。 所以，国有企业文化建设的方向、路径选择是党的思想政治工作与现代企 业制度的融合，是以中国特色社会主义核心价值观体系引领企业文化建设，把 党的政治核心作用和工人阶级主人翁精神转化为企业核心竞争力。 关键词，国有企业； 企业文化； 文化融合东南大学硕士学位论文 Abstract III Analysis of Culture Integration in State-owned Enterprises Postgraduate，Tao Jijiang Supervisor，Zhou Qin Southeast University Abstract Culture is a significant expression of one country’s comprehensive national strength. Meanwhile the corporate culture is an important constituent part of the whole social culture. As corporate culture is the subculture of social culture, it certainly has the characteristic of social culture. For the research of the theory of corporate culture started late, the construction of corporate culture of China’s state- owned enterprises still remains in the lag phase, due to the impact of the Soviet Union's traditional corporate management model and years of planned economy. In this situation, how to strengthen the cultural construction and innovation of state- owned enterprises undoubtedly has a very important practical significance for enhancing the core competitiveness of state-owned enterprises and establishing the modern enterprise system. With the public ownership as the main body, common development of multi ownership economy is the basic economic system of socialism with Chinese characteristics. The mixed ownership economy with the mutual fusion of state-owned capital, collective capital and private capital will be the basic effective form of the basic economic system in China at present and in the future, so does the reform in the direction of the state-owned enterprises deeply. Under the background, it must be mixed with the characteristic of integration of corporate culture. Based on the analysis of the characteristic of integration of state-owned enterprises' culture fusion, the innovation of the theory is the answer of two questions following in this article. Firstly, what is the corporate culture of China's state-owned enterprisesSecondly, what should the cultural construction of China's state-owned enterprises doTo answer the first question, the author has three main threads of the thinking logic. The first thread is based on the development of human. The culture is the culture of human being. The subject of culture is man as well as object do. As the result of the personalization of civilization, the culture is ‘humanization’. In terms of process,东南大学硕士学位论文 Abstract IV culture is the transform from civilization to human, namely ‘impersonate’. The corporate culture is the culture of entrepreneur. Entrepreneur is consisted of the occupiers (owner, manger, laborer) of three basic resource elements (capital, management, labor). Three subjects form three corporate cultures, namely owner culture, manger culture and laborer culture, or administer culture, management culture and staff culture. The corn of the corporate culture is humanistic culture, and the humanistic corporate culture of China's state-owned enterprises should be more thorough than the ones of Western companies. The second thread is based on the Enterprise institutional transition. Entrepreneur should set up an enterprise with obeying certain legal systems and contracts. The property of the enterprise system and management mode is a basic system of the enterprise. This paper does not discuss the rationality of enterprise system, but study what kind of corporate culture will form on the basic of certain enterprise systems. Enterprise system determines the type of enterprise culture. Enterprise culture firstly expresses corporate governance culture and secondly expresses enterprise management culture and stuff culture. There are three types of enterprise culture mainly at home and abroad nowadays: the main body culture of the family enterprise is the original enterprise culture; the one of Capitalist enterprise is the culture of enterprise capital and the one of China's state-owned enterprises is the party culture of one company. The former two is based on privatization, and the third one is based on public ownership. The third thread is based on the integration. Integration is the essential features of culture, culture is the integration of 'humanization' and 'impersonate'. The corporate culture is the integration of administer culture, management culture and staff culture. The state-owned enterprise culture is the integration of the Party's culture and business staff culture. Excellent enterprise culture is the corporate culture and multi- culture fusion. To answer the second question, the author mainly considers the corporate culture of China's state-owned enterprises from two aspects: the direction and the path selection. The difficulties of the state-owned enterprises culture construction is the understanding of the characteristic of integration, relied on my practice in the state- owned enterprise for many years. Firstly, the grasp of the integration among governance culture, management culture and staff culture of state-owned enterprises.东南大学硕士学位论文 Abstract V In the state-owned enterprises, the culture is not only the management culture, but also the governance culture and staff culture. As the governance culture formed in the course of the established and perfecting in the governance system. Also, the staff culture formed in the process of working class hero play an important role in the corporate. Both the location and transformation among the owners, managers and workers of state-owned enterprises, and the coordination and implementation of their profit, are the main content of the development of culture integration. Secondly, the grasp of the integration of the main culture and the multi-culture of state-owned enterprises. The Party culture formed in the enterprise system of the state-owned enterprises. It not only shows the core of leadership of the Party, but also the ideological and political work. However, this substantive nature must be mixed with the common feature of the corporate culture, the western excellent corporate culture and our traditional national culture can make greater sense. Above all, the direction and path choice of the construction of the state-owned enterprises is the integration of the Party's ideological and political work and the modern enterprise system, and the core values of socialism with Chinese characteristics as the leading, the Party's role as the political core and working-class master spirit into the core competitiveness of the enterprises. Key-Words: State-Owned Enterprise; Corporate Culture; Culture Integration东南大学硕士学位论文 目 录 VI 目 录 摘要.............................................................................................................................................I ABSTRACT ......................................................................................................................................III 第一章 绪 论...............................................................................................................................1 1.1 选题的意义 ................................................................................................................................... 1 1.2 国内外企业文化研究 ................................................................................................................... 2 1.2.1 企业文化定义........................................................................................................................ 2 1.2.2 企业文化理论........................................................................................................................ 3 1.2.3 国内企业文化研究现状........................................................................................................ 4 1.2.4 文化的融合性研究................................................................................................................ 5 1.3 研究思路与内容 ........................................................................................................................... 6 1.4 研究方法与创新之处 ................................................................................................................... 6 1.4.1 研究方法................................................................................................................................ 6 1.4.2 论文创新之处........................................................................................................................ 7 1.5 本章小结 ....................................................................................................................................... 7 第二章 企业文化和国有企业文化 ...............................................................................................9 2.1 企业与企业文化 ........................................................................................................................... 9 2.1.1 企业的定义............................................................................................................................ 9 2.1.2 企业文化的构成要素............................................................................................................ 9 2.1.3 企业文化的层次化分..........................................................................................................11 2.1.4 企业文化的特征..................................................................................................................12 2.1.5 企业文化的功能..................................................................................................................12 2.2 国有企业和国有企业文化 .........................................................................................................15 2.2.1 国有企业..............................................................................................................................15 2.2.2 国有企业文化的形成..........................................................................................................16 2.2.3 国有企业文化建设存在的问题..........................................................................................17 2.3 本章小结 .....................................................................................................................................18 第三章 企业文化融合的理论与实践..........................................................................................19 3.1 文化的本质与内涵 .....................................................................................................................19 3.1.1 文化是人的文化..................................................................................................................19 3.1.2 文化是社会的文化..............................................................................................................19 3.1.3 文化是融合的文化..............................................................................................................20 3.2 企业人和企业人文化 .................................................................................................................20 3.2.1 企业资源和企业人..............................................................................................................20 3.2.2 企业人文化..........................................................................................................................21 3.2.3 企业文化理论产生的历史背景..........................................................................................21 3.2.4 企业文化理论引进的现实条件..........................................................................................22 3.3 企业文化的融合 .........................................................................................................................22 3.3.1 企业文化融合的实质..........................................................................................................22 3.3.2 企业文化融合的意义..........................................................................................................23 3.3.3 中西企业文化的融合..........................................................................................................23 3.4 本章小结 .....................................................................................................................................24 第四章 国有企业文化的融合发展与方向、路径选择................................................................25 4.1 国有企业文化的制度特征 .........................................................................................................25 4.1.1 企业制度决定了企业文化的个性 ......................................................................................25 4.1.2 企业人本文化体现了企业文化的共性 ..............................................................................26东南大学硕士学位论文 目 录 VII 4.2 国有企业文化的融合特征 .........................................................................................................26 4.2.1 企业治理文化、企业管理文化和企业职工文化的融合 ..................................................26 4.2.2 企业主体文化与多元文化的融合 ......................................................................................29 4.2.3 企业党本文化与企业人本文化的融合 ..............................................................................29 4.2.4 国有企业文化融合发展的原则..........................................................................................30 4.3 国有企业文化建设的方向和路径选择......................................................................................31 4.3.1 指导思想的融合——把两种手段融合为一个追求目标 ...................................................31 4.3.2 组织领导的融合——把“两张皮”融合为一个领导体制 ...............................................31 4.3.3 企业制度的融合——把两种制度融合为一种作用机制 ...................................................32 4.3.4 文化体系的融合——把两种属性的文化融合为一个主体文化 .......................................33 4.3.5 创建活动的融合——把两个文明建设融合为一个创建平台 ...........................................34 4.4 本章小结 .....................................................................................................................................35 第五章 南京证券公司企业文化建设案例分析...........................................................................36 5.1 案例背景 .....................................................................................................................................36 5.2 公司概况 .....................................................................................................................................36 5.3 问卷调查 .....................................................................................................................................37 5.3.1 基本信息..............................................................................................................................37 5.3.2 企业发展和个人发展方面..................................................................................................37 5.3.3 党组织建设和精神文明建设方面 ......................................................................................47 5.3.4 思想政治工作存在问题......................................................................................................54 5.4 工作特色 .....................................................................................................................................58 5.4.1 指导思想定方向..................................................................................................................58 5.4.2 三大建设作保障..................................................................................................................58 5.4.3 制度建设打基础..................................................................................................................60 5.4.4 创建活动抓住纲..................................................................................................................60 5.5 案例总结 .....................................................................................................................................60 第六章 结论...............................................................................................................................61 致谢..........................................................................................................................................62