Generally speaking, corporate culture is the soul of an enterprise and the conceptual basis of institutional innovation and business strategy innovation. Here are seven aspects to explain the role of corporate culture in enhancing the core competitiveness and strategic innovation of enterprises.

The first part is that corporate culture is the core element of corporate core competitiveness.

The competitiveness of enterprises can be divided into three levels: the first level is the ability of enterprises to produce products and control their quality, and the service ability, cost control ability, marketing ability and technology development ability of enterprises (all belong to the product level). The second level is a structural platform composed of various management elements, including people, things, things, environment, resource relations, enterprise operation mechanism, enterprise scale, brand and enterprise property right system (all of which belong to the system level). The third level is a corporate culture with corporate philosophy and corporate values as the core, a corporate image that is consistent inside and outside, enterprise innovation ability, differentiated and personalized corporate characteristics, sound finance, excellent vision and long-term global development goals (. The first layer is the surface competitiveness, the second layer is the competitiveness of the supporting platform, and the third layer is the most basic and core competitiveness.

To be the best and most competitive, enterprises must work hard on core values. Technology and high technology can be learned, and systems can be formulated. However, the corporate culture and ethics pursued by all employees in an enterprise are difficult to transplant and imitate. In this sense, the corporate culture with corporate philosophy as the core is the first core competitiveness in the final sense.

In any enterprise (including high-tech enterprises), product competitiveness is the most direct embodiment of enterprise competitiveness, and making a fuss about product competitiveness is the key to enhance enterprise competitiveness. The competitiveness of products is determined by the competitiveness of technology, so technology is the first competitiveness. Technological competitiveness is determined by institutional competitiveness, which is higher than technology, and institution is the first competitiveness. We realize that this is far from over, because the system is just the existing form of materialized ideas. Without correct thinking, there is no scientific system. Therefore, thought is higher than system, and thought is the first competitive power. In a word, the idea determines the system, the system determines the technology, and the technology determines the product. Only with the correct innovation concept can we have the strongest competitiveness. An advanced enterprise lies in introducing advanced ideas. Zhang Ruimin of Haier first put forward that corporate culture comes first and corporate philosophy comes first when corporate losses were 1470000 in 1984. The competition of modern enterprises has shifted from the superficial competition of product platforms to the competition of deep conceptual platforms. Corporate culture is the "vitality" of enterprise's survival and development, the source of vitality and motivation of enterprise's core competitiveness, and essentially reflects the progress of enterprise's productivity achievements. Now, management has developed from the stage of "experience management" and "scientific management" to the stage of "cultural management". Compared with the corporate culture embodied in the material level and behavior level, the corporate culture in the spiritual level can better show the essence and essence of corporate culture, embody entrepreneurship in management and morale among employees. With the advent of the era of economic globalization and knowledge management, corporate culture is increasingly showing the characteristics of humanistic culture, innovative culture, virtual culture, integrated culture, team culture, learning culture and ecological culture. The fundamental competition of enterprises in the future is the competition of corporate culture, and corporate culture has become the core of the core competitiveness of enterprises. Lian Cheng Lian Ou, a professor at the School of Management of the University of California in the United States, especially emphasized the role of "people-oriented" corporate culture in its core competitiveness in the book Z Theory-How American commercial enterprises meet Japanese challenges. The main points are as follows: ① the focus of modern enterprise competition is rising from product competition to corporate culture, and enterprises without culture are absolutely not competitive; ② It is not the system that manages "people", but a people-oriented healthy corporate culture environment. American Na Wei Ellie pointed out more clearly: "The enterprise value chain is actually a knowledge chain. The traditional concept holds that people are only replaceable workers who fill fixed jobs, while the new management concept regards people as knowledge nodes with unique competitiveness. " Only under normal circumstances can each node in the enterprise knowledge chain be activated. Only by being good at developing people's intelligence and potential and practicing "internal strength" can we continuously improve the core competitiveness of enterprises. From the management point of view, enterprises should first link the group consciousness of employees with the management concept and behavior of enterprises, establish a management system from the perspective of corporate culture, seize the opportunity of knowledge innovation, and provide an atmosphere for increasing knowledge innovation. Because knowledge innovation often has the characteristics of contingency and discontinuity. It often comes from the imagination and creativity of someone or some people. In other words, innovation may happen completely outside the convention, which may be inconsistent with the sustainable collaborative innovation goal expected by enterprises. Therefore, enterprises should be alert to discover ideas, seize opportunities, and give support and encouragement. Even breaking the routine provides a good environment and conditions for strengthening creativity. This is what modern management puts forward: enterprise environment cultivates enterprise culture, which in turn affects and improves enterprise environment and continuously improves enterprise core competitiveness.

The second part is that honesty is the cornerstone of corporate culture and core competitiveness.

Part III: Corporate culture is the source of core competitiveness of enterprises.

Culture itself is a kind of productivity. Culture is not only a reflection of certain productive forces and production organization modes, but also adapts to certain productive forces and production organization modes. Culture belongs to the superstructure, which is counterproductive to the economy. In a sense, it plays a greater role in the progress of productivity than productivity hardware such as labor objects and labor tools.

We can see the empirical fact that different social and cultural backgrounds can create different social productive forces, different corporate cultures and different economic benefits for enterprises. As a productive force, culture plays its role through the most active factor in productive forces-people. Different cultures can shape people with different tastes, and people with different tastes can create other qualitatively different factors of production. This is because: (1) the cultural package contains the judgment of value, which indicates what the society will praise or criticize. In a specific cultural background, people will find their place in similar conditioned reflex, knowing

What to do and what not to do. Z) As a productive force, the core of culture lies in liberating and enhancing people's creative potential.

1, corporate culture-the compass of business strategy. Business strategy is based on a series of assumptions, premises and beliefs. Many companies often find it difficult to implement their strategies. On the premise that the basic assumptions of enterprises are correct, the main reason for the failure of enterprises is the disharmony between corporate culture and business strategy. Corporate culture plays an important role in corporate strategy. On the one hand, the core of corporate culture guides the positioning of corporate strategy. The business strategy of modern enterprises is produced under the guidance of the overall business ideas, routes and policies standardized and created by the core elements of corporate culture such as corporate values and business philosophy. On the other hand, the atmosphere of corporate culture guides the implementation of business strategy. The business strategy of an enterprise needs to be consciously implemented by all employees of the enterprise, otherwise the perfect strategy is just an armchair strategist. Corporate culture is the overall value orientation, management philosophy and behavior mode, which subtly guides all members of the enterprise to carry out and implement the established strategy of the enterprise and ensure the realization of strategic objectives.

2, corporate culture-the soul of the enterprise organization. Enterprise organization used to be considered as a static closed system, and enterprises

Industry pursues a harmonious structure in its operation in order to produce organizational efficiency. However, in the face of the rapidly changing external environment, this rigidity will resist change and lose its sensitivity, adaptability and adaptability to environmental changes. For a stable organizational structure, the communication and coordination function of corporate culture can actively and effectively prevent and weaken the tendency of corporate organizational behavior rigidity.

Promote the transformation from coordination tension to innovation tension; For the relatively loose networked organizational structure, the guidance and cohesion function of corporate culture can make the loose structure form an organic system, which can balance the huge organization and rapid response ability. Therefore, in the era of knowledge economy, the unique organizational ability not only reflects the static system, but also mainly reflects the organizational process and function, thus having a more direct and dynamic connection with competitiveness. This unrepeatable connection is the core competitiveness formed by the integration of unique corporate cultures. 3, corporate culture-the source of enterprise innovation. The incentive function of corporate culture is to form a kind of enterprise-friendly.

Employees should give full play to their creativity, advocate innovative consciousness, use innovative thinking, be proficient in innovative ways, dare to innovate and compete, and encourage the enterprise culture environment of trying risks. A good corporate culture atmosphere not only contributes to the emergence of new ideas, but also enables these new ideas to be quickly and effectively transformed into practical applications. The innovation feature of knowledge economy era is that team innovation internalizes corporate culture into team spirit and integrates individual teams into team innovation synergy. Without the integration of team spirit, the "star team" will never beat the "champion team". In this sense, corporate culture is the creation of enterprises.

The source of new abilities.

4, corporate culture-the highest level of enterprise competition. Haier's success in changing enterprises by injecting culture lies in the sea.

Haier not only learned the advanced management experience of developed countries such as the West, but more importantly, it adapted to China's national conditions and created a management culture suitable for China. Haier enterprises advocate "dedication to the country and pursuit of Excellence" and build Haier culture on this basis.

Let Haier people unite closely and strive for the same goal of creating an international brand. This culture not only enabled it to successfully merge Hefei Huangshan Electric Appliance Co., Ltd. and Shunde Aide Washing Machine Co., Ltd. across regions, but also gained social recognition.

It has a great impact on the surrounding environment, forming an example effect and causing other enterprises to follow suit. Replacing capital injection with culture injection greatly reduces the operating risk and cost (even zero cost). At the same time, this is also an advantage.

The rapid growth of enterprises has explored a shortcut. More and more enterprises attach importance to the role of corporate culture in corporate mergers and acquisitions and transformation. Corporate culture will become the highest level of enterprise competition. The era of knowledge economy is an era of fierce competition. On the surface, contemporary economic competition is the competition of products and services, the deeper level is the competition of management, and the deeper level is the competition of culture.

The fourth part, the core competitiveness is the embodiment of corporate culture function.

With the acceleration of economic globalization, more and more enterprises have realized the important role of corporate culture. The motivation and cohesion of an enterprise all come from corporate culture. Technology is just a platform. Without a successful corporate culture, the vitality of an enterprise is limited. Reasons for the existence of corporate culture:

The needs of the enterprise itself. Corporate culture is one of the basic elements of corporate concept. Especially for domestic companies in the transition from rule of man to rule of law at this stage, a healthy corporate culture will weaken or even replace the excessive existence of personal influence in enterprises, creating conditions for the stable development of enterprises and the needs of management system. Without a reasonable management system, the consequences of various loopholes in the system depend entirely on the loyalty of employees to the enterprise, which is risky and unstable.

The need of talent competition. Recognition of the same value of * * * will make employees have a stable sense of belonging, thus attracting and retaining talents.

The need of market competition. Good and healthy corporate culture can improve efficiency, reduce costs, enhance brand gold content and increase product value, thus enhancing the competitiveness of enterprises. The needs of business performance. Excerpted from Corporate Culture and Corporate Performance by John Cote and james heskett.

Because corporate culture plays an important role in corporate performance, people have realized that corporate culture can promote corporate performance. In 2 1 century, it will become the key factor to determine the rise and fall of enterprises.

The need of management innovation. As an important part of modern enterprise management theory and mode, enterprise culture has opened up a broad world for enterprise management innovation with its rich connotation, scientific management concept, open management mode and flexible management means. Strengthening the research, application and practice of enterprise culture with China characteristics is the only way for enterprise management innovation.

It is also an important way to improve and establish a modern enterprise system.

Without corporate culture, there is no core competitiveness. The development of an enterprise comes from its core competitiveness, which comes from technology, management and talents, which depend on corporate culture.

The fifth part is that human resources are the bridge between core competitiveness and corporate culture.

With the arrival of the information society characterized by intelligence and knowledge, the strategic resource advantage that affects social and economic development has changed from financial capital to human resources that master new knowledge and creativity. Human resources have become the most precious resources in today's society. Whoever has the richest and most extensive human resources will win the world economic competition in the 2 1 century.

1, Corporate Culture and Human Resource Management

The essential feature of corporate culture theory is to advocate people-centered humanistic management philosophy and oppose the rationalistic management thought of "seeing things but not people". It advocates that cultivating progressive corporate culture and giving full play to people's main role should be the leading link of management. The important value of humanistic management thought system constructed by corporate culture theory lies not only in clarifying the unique cultural way of human resource development and management, but also enriching the cultural connotation of human resource development and management, and providing theoretical basis for human resource development in enterprises.

Times have changed, and the strategic resources that determine the development of enterprises have also undergone major changes. American futurist John Nesbitt pointed out: "We are in a rare period in human history, and two decisive factors of social reform, namely new values and discounted economic demand, have emerged." By new values, he means humanistic values. He believes that in today's information society where key strategic resources are transformed into information and knowledge, "the valuable new resources that companies can develop are human resources". In the process of enterprise reengineering in 1990s, the strategic resources of enterprises changed from financial capital in industrial society to human capital in information society. The fundamental task of company reengineering is to re-understand the source of power for enterprise development and re-establish the power mechanism to promote enterprise development. This dynamic source is people, not things, and this dynamic mechanism is people-oriented, fully developing human resources, and maximizing people's creativity and self-awareness. The trend of global economic and cultural integration fully shows that modern economic development and cultural development are inseparable, which requires modern economy to pay more attention to the role of culture in economic development.

To a great extent, the formation of corporate culture should be combined with human resource management, so that the core values of abstract corporate culture can be truly recognized by employees by combining with specific management behaviors, and the behaviors of employees can be communicated to the outside world, forming a corporate culture and image widely recognized inside and outside the enterprise.

In human resource management, we can't just regard employee recruitment to attract outstanding talents as successful human resource management. To achieve "recruiting, retaining and using well", in addition to the common technical means of human resources, human resources must also be managed.

The key to the formation of corporate culture is to combine management activities with corporate culture and inject the core content of corporate culture into employees' thoughts and behaviors.

2, enterprise core competitiveness and human resources

The foundation of enterprise's core competitiveness lies in the development of human resources. Without the development of human resources, the core competitiveness of enterprises will become a tree without roots and passive water.

Human resources are the most important dynamic factors of production in enterprises. Although human resources, means of production, capital and technology are all production factors of an enterprise, they are indispensable in the normal operation of the whole enterprise. However, the functions of various elements are different.

Among them, only human resources are the first factor that plays a decisive leading role, and chaos is the initiative. The relationship between enterprise human resources and enterprise core competitiveness and its constituent elements is also dominant and auxiliary, active and passive. The competitiveness and level of enterprise technicians determine the competitiveness of enterprise technological innovation, the competitiveness and level of enterprise managers determine the competitiveness of enterprise response, marketing and organization management, the competitiveness and level of enterprise production workers determine the competitiveness of enterprise manufacturing and joint services, and the overall quality and competitiveness of all employees determine the core of the enterprise. It is in this sense that the situation of enterprise human resources determines the strength of enterprise core competitiveness.

Part VI: Brand is the concrete embodiment of the effect of corporate culture on the core competitiveness of enterprises.

Brand is a concentrated expression of the comprehensive advantages of enterprises, an important symbol of their economic strength, and also the main support point for their successful competition under the conditions of market economy.

Brand is rooted in corporate culture and has become an important symbol of corporate culture. At the same time, excellent corporate culture helps to strengthen the internal incentive mechanism of brand creation and ensure the results of brand strategy implementation. Good corporate culture is the strong backing for implementing brand strategy. Advocating new enterprise values and strengthening brand awareness are the fundamental guarantee for implementing brand strategy.

Corporate culture, corporate spirit and corporate values have the greatest influence on the implementation of brand strategy, and they are closely related and inseparable. Their connection is mainly manifested in the following aspects:

First, brand strategy is a competitive strategy. To create one or more brand goods, enterprises need to compete with competitors in product performance, specifications, professionalism, technology and after-sales service to win the trust of consumers. In the competition between enterprises and peers, the cruelty and arduousness of competition are particularly prominent. Therefore, the competitive consciousness of enterprise leaders, the spirit of struggle and the spirit of unity and struggle of enterprise employees are very important to the implementation of brand strategy. Behind the brand is a spirit, a belief, and the T convergence of all employees, even the whole region and society, which are the focus of corporate culture.

Second, brand strategy is an image strategy. Well-known trademarks and international brands are no longer important. What matters is the external image and internal quality of these products. Nowadays, an enterprise's behavior in public relations design, advertising communication, after-sales service, marketing planning, personnel training and many other aspects shows the internal quality and external image of the enterprise to the outside world. Whether this image-building is consistent with the brand connotation also determines whether the brand can be maintained and developed, and the key of image design is determined by the business philosophy and management style displayed and advocated by corporate culture.

Third, the strength of brand strategy is all employees of the enterprise. Kōnosuke Matsushita has a famous saying: before producing qualified goods, train qualified people first. If employees are disloyal to the enterprise, do not love the enterprise, lack professional ethics and professionalism, and are not responsible for their own work, it is impossible for the enterprise to produce qualified products, let alone brand goods. Therefore,

Before creating brand products, shaping qualified employees is the key to implementing brand strategy. Only by turning brand strategy and brand awareness into the conscious actions of all employees can brand strategy be truly implemented.

Fourth, brand strategy is a cultural strategy. Brand creation is not only a material production process, but also a spiritual production process. The brand's pursuit of animal husbandry technology includes F and profound culture. Successful brands include nationalities.

Excellent cultural traditions, including the cultural characteristics of the enterprise itself, reflect the cultural status and values of the enterprise. Brand is culture.

It is the organic unity of material civilization and spiritual civilization. Attaching importance to brand means attaching importance to culture, and creating brand means developing culture. In addition, the brand concept also includes scientific and technological concept, market concept, development concept and reform concept. However, the author believes that the key here is cultural outlook and values. Without the corresponding cultural concept, cultural spirit and the support of "Cao Linian", it is impossible for enterprises to effectively implement brand strategy, create brand goods, and even maintain and develop brands. Practice and theory show that the construction of corporate culture is closely related to the implementation of brand strategy. From a certain point of view, it is impossible for an enterprise to create brand goods without a corporate culture network that is compatible with brand strategy and without corresponding entrepreneurial spirit and business philosophy. Even if a brand has been created for a period of time, it cannot be maintained and developed for a long time. Corporate culture is the support and foundation of corporate brand strategy, and brand is the concentrated embodiment and crystallization of corporate culture.

The competitive advantage of products in the market comes from the differences of products. When the function and quality of products are difficult to reflect the differences of products, brand culture has become the main means for enterprises to create product differences.

The seventh part, corporate image is the appearance of corporate competitiveness.

Corporate image is the external performance of the enterprise, which can be understood as the dynamic reflection of the real state of the enterprise by the public in essence. The competitive elements of enterprises have developed from commodity power and top power in the past to image power today, and the c i s system, which integrates NIL SI and V I, has become an effective tool for modern enterprise image management. A good image has not only popularity, but also reputation and loyalty. It is a comprehensive reflection of the enterprise's reputation, business philosophy, management thinking and value orientation, and also the embodiment of the overall strength of the enterprise. Corporate image is the overall evaluation and general recognition of enterprises, their behaviors and the results of various activities by consumers and the public. In general, he also included some comments and recognition from internal employees in the position of producer.

To sum up, corporate image is a part of corporate culture, the display and performance of corporate culture, and the cognition and evaluation of corporate culture by society or market. It must be guided by corporate culture, which is the soul, spiritual pillar and premise of corporate image. Therefore, shaping corporate image is inseparable from corporate culture construction. Without corporate culture, corporate image becomes fragmented, without theme, goal and core, so corporate image building must be carried out under the guidance of corporate culture. Corporate image is an important part of corporate culture, the external characteristics and comprehensive performance of corporate culture, and the impression and view of society on the whole enterprise. This impression and view refers to people's attitudes and psychological activities towards enterprises, which are based on meeting people's consumption needs. Because the demand relationship between enterprises and people is different, the likes and dislikes of corporate image are also different. Therefore, the main purpose of establishing corporate image is to make people know about the enterprise as soon as possible and have a good impression and trust on the enterprise by meeting people's different needs. Corporate image contains a wide range of contents, and the basic contents mainly include: corporate appearance image, corporate product image, corporate employee image, corporate target image, corporate business service image, corporate public-private relationship image and so on. Corporate image is a comprehensive external embodiment of corporate culture, and everything contained in corporate image belongs to the category of corporate culture. If we want to create a good corporate image, we must establish a good corporate culture. Without corporate culture construction, it is impossible to shape corporate image.