家族企业企业文化外文参考文献及翻译 第3页
当前，我国的许多家族企业都已经具备了一定的规模，家族企业正在进行品牌和文化建设，这种建设并不是学者教导的结果，而是企业自身演进的自然产物。家族企业文化建设不仅要靠企业主和管理者的推动和全体企业员工的参与，也需要政府。政府只有成为可靠的财产权利的保护者和诚信原则的文护者等，为家族企业的文化建设创造良好的外部环境。
纵上所述，企业特原文请找腾讯752018766辣.文"论'文.网
http://www.751com.cn 化形成是一个渐渐的过程, 只有通过反复的宣传和强化，将员工的感性认识上升到理性认识，将少数人的观念逐渐变为大多数员工的共识，才能真正发挥企业文化的导向、凝聚、激励和约束功能，企业的价值才能得到大大的提升，家族企业才能实现可持续发展。
当前，我国私营企业的治理形式普遍存在家族化现象。从制度经济学和演化经济学的视角对当前家族企业的文化建设问题进行分析和评价，解决家族企业在文化建设过程中存在的各种现实问题，以促进家族企业价值的提升。
Despite the lack of independent directors on their boards and voting power for minority shareholders, family-run companies are still the better bet for all stakeholders as long as the founder of the firm is involved as chief executive officer or chairman. If the descendent of a founder runs the company, value is lost.
Those are some of the conclusions of a paper by Wharton professor Raphael (Raffi) Amit and Harvard Business School professor Belen Villalonga. The paper - "How Do Family Ownership, Control and Management Affect Firm Value?" - suggests that family ownership of corporations performs better than non-family firms when the founder serves as the CEO of a family firm or as its chairman with a hired CEO. When a descendent serves as the CEO of a family-run company - even if the founder remains chairman - the firm's market value declines.
Amit and Villalonga analyzed proxy data on all Fortune 500 firms from 1994 to 2000. For the purposes of the study, a family firm was defined as a company where the founder or member of the family by either blood or marriage was an officer, a director or the owner of at least 5% of the firm's equity either individually or in a group. Some of the most successful U.S. companies, including Wal-Mart, Home Depot, Heinz, Rubbermaid and Black & Decker, are family-run. The hallmark of each of these companies is a founder who had vision and the managerial skills to rally employees around a business.
But performance slips when the founder's vision is diluted by descendents, as shown by such firms as Ford Motor and Motorola. William Ford Jr., a fourth generation descendent of Henry Ford, now runs the giant auto manufacturer, which recently reported that September sales fell 7% from a year ago - in part a reflection of stiff competition from Japanese rivals. William Ford Jr. had been brought in three years ago to revive the company. Wireless phone maker Motorola, facing tough competition from Nokia and Samsung, saw CEO Christopher Galvin, whose great-grandfather founded the company, officially hand over the reins to former Sun Microsystems executive Edward Zander in January.
By the numbers, family firms in Amit and Villalonga's sample are younger (62.68 mean years vs. 72.19 for non-family firms), deliver better sales growth (19.6% for family firms vs. 13.8%) and have higher return on assets (11.6% vs. 10.9%). Amit points to some of the negatives of family businesses - notably different levels of voting rights among shareholders, cross-holdings and voting blocks, all of which are designed to keep company control in family hands.
But even with those control issues, family-run companies still do better for shareholders if the founder remains involved. The ideal family company for minority shareholders is one where the founder is CEO or chairman of a firm that does not have any control-enhancing mechanisms such as Class A and Class B super voting and nontradable shares. 上一页 [1] [2] [3] [4] [5] 下一页
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