I 摘要 企业文化影响着企业战略、市场、人力、财务、技术开发等方面，是企业 持续经营的决定性力量。随着改革开放的深化，发展起来的民营企业 不仅在促 进社会就业、提高民众生活、提高社会税收等方面，更是在科技创新、经营创 新等领域为中华民族的强国之路作出贡献。但是，不同于国有企业有庞大“靠 山”和资源 ，依靠个人资源发展起来的民营企业要实现可持续经营，更有必要 扬善弃粕，随着内外环境的变化审视自身文化，并不断优化，以助基业长青。 K集团依托企业创始人早年积聚的 大量资本和眼界魄力，创立了一条独特 的“实业+资本”的发展道路，此过程中沉淀了集团创始团队的优秀文化因子, 企业精神内核得到凝练。但是随着K集团的发展壮大，企业精 神并未通过制度 宣传和扩散，与员工产生共鸣，也未能渗透入员工行为。当前，K集团处于传 统产业升级和新兴产业快速布局交汇的复杂环境,要实现企业的战略目标，K集 团企 业文化建设面临迫切变革。 本文通过详细梳理国内外有关企业文化诊断的研究动态，熟读有关理论、 工具和实践案例，选取极具权威性的企业文化诊断工具OCAI量表作为本次研 究的调查工具，辅之以各阶层员工代表的深度访谈，对K集团开展自上而下的 企业文化建设调研。调查结果显示，现状上， K集团整体是典型的市场为先式 文化类型，集团总部与 成员企业之间存在较大的差异，集团总部是典型的市场 为先式文化，而成员企业是较为典型的等级森严式文化。对未来的期望上，集 团整体、集团总部和成员企业都是对部落式 文化的提升寄予强烈的期望。根据 OCAI量表具有发现文化潜力和文化变革方向的重要作用，由调查结果可直观 地得出 K集团企业文化变革的方向是小幅减少市场为先式文化，大 力提升部落 式文化。沿着这个变革方向，结合集团各阶层员工的意见和建议，本文为K集 团提出以下的文化变革优化策略：解决集团整体企业文化与成员企业文化的求 同存异， 健全企业文化部门组织架构，完善员工职业发展管理，创新员工激励 方式，加强企业文化的培训，增加企业文化的传播渠道等对策，以达到减少市 场为先式文化的比重，大力增 加部落式文化的目的。本文还就这些对策的施 摘要 II 行，为K集团规划了“培育—落地—生根”的实施步骤。最后，得出结论，民 营企业主动寻求文化的变革，是时代变化的呼 唤、更是企业提升竞争优势、达 成战略目标的内在要求；文化变革不能凭空捏造或者个人拍板，而是需要建立 在对企业文化的性质辨别和大量的事实、数据分析的基础上；文化 变革的实施 必须科学地、有组织、有步骤地进行。 在我国庞大的民营企业群体中，本文对在传统产业升级和新兴产业快速布 局交汇时期的新型民营企业进行探索和研究，不仅为 K集团的文化变革提供理 论依据和事实参考，也期望能为后来的同类型企业提供参考。 关键词：文化诊断 企业文化 民营企业 文化变革 OCAI量表 Abstract III Abstract Corporate culture affects corporate strategy, market, human resources, finance, technology development and other aspects, and is the decisive force for the sustainable operation of enterprises. With the deepening of reform and opening up, the developed private enterprises not only promote social employment, improve people's life, increase social tax revenue and other aspects, but also make contributions to scientific and technological innovation, business innovation and other fields for the Chinese nation's road to power. However, different from state-owned enterprises with huge "backers" and resources, private enterprises developed by relying on personal resources are more necessary to promote the good and discard the dregs in order to achieve sustainable management. With the change of internal and external environment, they should examine their own culture and constantly optimize it, so as to help the foundation industry to be immortal. Relying on a large amount of capital and vision accumulated by the founders in their early years, K group, the research object of this paper, has established a unique development path of "industry + capital". In this process, the excellent cultural factors of the founding team of the group have been precipitated, and the core of enterprise spirit has been condensed. However, with the development of K group, the spirit of enterprise does not resonate with the employees through the system publicity and diffusion, nor can it penetrate into the employees' behavior. At present, the internal and external environment is becoming more and more complex. K group is in the intersection period of traditional industrial upgrading and rapid layout of emerging industries. In order to achieve the strategic objectives of the enterprise, it needs the joint efforts of the team and standardized management. Relying too much on the core leaders is obviously not enough to meet the organizational needs of the huge business empire Abstract IV standing in the market for a long time. The construction of enterprise culture of K group is facing urgent changes. In this article, through detailed carding domestic and foreign research related to enterprise culture in the diagnosis of dynamic, master relevant theories, tools and practice case, select the most authoritative enterprise culture diagnostic tools an OCAI questionnaire as a survey tool for the study, supplemented by all levels of staff on behalf of the in-depth interviews, to K from the enterprise culture construction research group. The survey results show that, in the current situation, K Group as a whole is a typical market-first culture type, and there is a big difference between the group headquarters and the member enterprises. The group headquarters is a typical market-first culture, while the member enterprises are a typical hierarchical culture. In terms of the expectation for the future, the whole group, the group headquarters and the member enterprises all have a strong expectation for the promotion of tribal culture. According to the important role of OCAI scale in discovering cultural potential and direction of cultural change, the survey results can intuitively draw the conclusion that the direction of corporate cultural change of K Group is to slightly reduce market-first culture and greatly enhance tribal culture. Along the direction of the change, combined with employees at all levels in the group's opinion and the suggestion, this article put forward the following for K group culture change optimization strategy: first of all members of the group as a whole and enterprises seeking common ground while putting aside differences, through establishing and perfecting the enterprise culture structure, perfect the " selecting, educating, employing and retaining" system of talents, rich incentive form and theme activities, In order to reduce the proportion of market-oriented culture and increase the tribal culture, we should establish the enterprise culture training and evaluation mechanism, make good use of communication channels to render the working environment and atmosphere and other countermeasures. This paper also plans the implementation steps of "cultivating -- landing -- taking root" for K Group in order to implement these countermeasures. Finally, the conclusion is drawn that the initiative Abstract V of private enterprises to seek cultural change is the call of The Times change, but also the internal requirements of enterprises to enhance competitive advantages and achieve strategic goals; Cultural change can not be invented out of thin air or individual decision, but needs to be established on the basis of the nature of corporate culture and a large number of facts, data analysis; The implementation of cultural change must be carried out scientifically, systematically and step by step. In the large group of private enterprises in China, the author explored and studied the new type of "industrial + capital" private enterprises, which not only provided theoretical basis and factual reference for the cultural reform of K Group, but also expected to provide reference for the future similar enterprises. Key words: enterprise culture; private enterprise culture diagnosis; cultural change; OCAI scale ； 目录 VI 目 录 摘要 .............. I Abstract ........ III 第 一章 绪论.. 1 第一节 研究背景和研究意义................ 1 一、研究背景 ............................. 1 二、研究意义 ........