摘要
摘要
企业的灵魂就是企业文化，它是全体职工的价值观和行为方式的总和。一个
企业要想具有核心的竞争力就需要体现在它先进的企业文化上。先进的企业文化
不仅是夯实企业基业长城的重要手段，也是企业进行深层次的改革、越来越强大、
发展加速的必然选择，还是建设高素质的团队、促进职工全面发展的迫切需要，
更是提高管理水平、对核心竞争力进行增强和凝聚的战略措施。
国有企业经过长期的发展与实践，蕴藏了丰富的文化，其反映了时代需求、
也具有自身特色。但当前，经济全球化和世界多极化趋势在坎坷中演变，科技的
发展日新月异，综合国力竞争越演越烈，建设先进的企业文化迫在眉睫。
本文首先对国内外研究动态进行了概括和对比，对主要的企业文化诊断工具
进行概述以及比较，最终选取当前使用最广泛的 OCAI量表为文化诊断工具，并
与面对面访谈结合，定性和定量相互印证的测量方法。
通过选取以慢行公共系统为主、社会效益与经济效益紧密结合的省内唯一一
家公益性国有企业——G公司为案例背景，充分掌握了 G公司的概况，结合OCAI
量表设计调查问卷对 G公司现在和期望的企业文化类型进行测量，并对高层领
导进行面对面访谈，定量和定性的结果相互印证，得出 G公司文化改革的建议
并通过建议制定出 G公司文化变革方案。
经过调查发现，G公司现在处在一个竞争激烈的市场环境中，企业要通过企
业文化变革找到生存的道路，现在 G公司主要是团队型和等级森严型的企业文
化类型，而这样的企业文化类型没有办法适应快速发展的时代，并且限制了公司
探索产业转型、创新发展的未来之路，降低了企业职工自身的开拓性。未来G
公司要转变为市场为先型的企业文化类型，关注市场需求的变化，依托“十四五”
规划总体要求，借“国有企业数字化”转型之势，以小幅减少团队型和控制型文
化比重、大力发展市场为先式文化为方向，在原有的企业文化上从精神层、制度
层、行为层、物质层进行变革。
I
最后，通过“企业文化诊断—企业变革人员组建—企业文化战略发展—企业
文化运营规划—企业文化风险管理”五步实施流程进行 G公司企业文化变革。
企业文化的变革过程是长久并且需要坚持的，需要企业与职工齐心协力、攻坚克
难，遵循审慎、持久、系统的原则，历经企业文化诊断、人员组建、战略发展、
运营规划、风险管理的流程，保证成功变革该公司的企业文化。
本文是以 G公司为背景进行的企业文化诊断研究，希望能给到 G公司一些
参考建议，也希望能给到同行业的其他企业一些启发。
关键词：企业文化；企业文化诊断；OCAI量表；企业文化变革
II
Abstract
Abstract
The soul of an enterprise is corporate culture, which is a synthesis of the values
and behavior of all employees. If an enterprise wants to have the core competitiveness,
it needs to be reflected in its advanced corporate culture. Advanced enterprise culture
is not only the power source of the healthy development of the enterprise, but also an
important means to consolidate the Great Wall of the enterprise foundation.
After long-term development and practice, state-owned enterprises contain rich
culture, which reflects the needs of the times and also has its own characteristics.
However, at present, the trend of economic globalization and world multipolarization
is fullof ups anddowns. Science andtechnology aredeveloping rapidly and
competition is fierce for comprehensive national strength is becoming increasingly
fierce. It is urgent to build an advanced corporate culture.
Firstly, this paper summarizes and compares the research trends at home and
abroad, combs the relevant concepts of corporate culture and its measurement, and
summarizes the main diagnostic tools of corporate culture. Finally, it selects the
OCAI scale, which is currently the most widely used, as the cultural diagnostic tool,
andusesface-to-face interviewsandthemeasurementmethodofcombining
qualitative and quantitative methods.
Then, G company, the only public welfare state-owned enterprise in the province,
which is dominated by the slow moving public system and closely combines social
and economic benefits, is taken as the case background. Fully grasp the general
situation of G company, design a questionnaire with OCAI scale to measure the
current and expected corporate culture types of G company, and conduct face-to-face
interviews with senior leaders. The quantitative results and qualitative corroborate
each other, draw suggestions on the cultural reform of G company, and summarize the
cultural reform plan of G company.
After investigation, it is found that G company is now in a highly competitive
market environment, andenterprises need tofind a meansof survival through
III