摘  要

从上个世纪八十年代以来,组织文化一直是经济管理学领域的热门课题之一。组织文化在很多学术著作中被定义为组织个体成员在实践中形成的共同行为模式和价值观念体系。这种抽象的价值体系主要体现在组织和组织成员在认知和处理日常问题时所表现的不同的态度和采取的不同的行为方式。因而在本论文中,通过研究中英两国组织对一些普遍的问题持有的不同态度和采取的不同行为方式,就能区分两国组织文化的差异,而导致这些差异的深层次原因是两国的民族文化因素。
制度学派认为组织本身是外界环境因素的产物,受社会环境和制度的制约和影响,当然,这里的社会环境和制度包括隐性的文化价值因素。简言之,民族文化影响个体组织成员和组织的行为和价值观念,进而影响组织文化,因而同一民族国家的组织存在某些文化价值的共同点。相反,不同民族国家的组织因民族文化差异而存在组织文化的差异。
本课题中,作者参照Hofstede的五个民族文化维度,找出了中英两国的民族文化差异。例如中国文化强调权力集中,强调集体主义,宣扬和谐。英国文化强调权力分散,崇尚个人主义,注重个体能力表现。这些民族文化的差异可能导致组织成员和组织行为和价值观念的差异,如企业社会责任的履行和认知差异,企业在人际交流和信息流通中的开放程度以及员工融入企业难以程度以及形成企业归属感的差异(总结为交际氛围,Communication Climate),老板与教师角色的差异,教学方式的差异等。这些在看待和处理问题时,组织行为和组织价值观念认识的差异正是组织文化差异的体现。论文中基于以上分析，形成针对中英组织文化差异跨文化研究的四点假设,最后采用问卷检验对假设进行分析。论文通过分析得出,中英两国不同的文化背景是产生这些具体组织文化差异的宏观基础。最后,论文做出相应总结,同时指出了本文的不足和继续研究的方向。

关键词：跨文化,组织文化,组织行为模式,组织价值观念

ABSTRACT

Organizational culture has been one of the hot topics in economic management literature since 1980’s. One well-recognized definition of organizational culture states it as “a system of shared values and norms that define appropriate attitudes and behaviors for organizational members” (O’Reilly & Chatman’s, 1996, p160).The system in this definition is value-conceptual and abstract, which is specifically expressed as the shared perceptions and attitudes the organizational members hold, and the responding behaviors they take in dealing with general issues and problems. Therefore, the different perceptions and behaviors of organizations across nations on some general issues can distinguish the organizational cultural differences of different nations, which are China and Great Britain in this thesis. The national culture pattern differences of the two nations are the rooted reasons behind to explain those differences between organizations in China and Great Britain.
In the economics and sociology literature, Institutional School argued that organizations are the outcome of environment and constantly affected by social environment and institutions, which comprise national cultural factors. In brief, national cultural pattern is rooted in the individual’s mind and affects the organizational members’ behaviors and values, and further affects the organizational culture. Thus, organizations within the same country tend to have common ground in regard to organizational cultures, and on the opposite side, organizations from different countries tend to possess different organizational cultures to some extent due to their different national culture patterns. 
The author in this thesis expounds the national culture differences between China and the Great Britain by referring to Hofstede’s national culture dimensions. For example, China is a large-power-distance country focusing on power centralization and collectivism, valuing harmony; while the Great Britain is small-power-distance country focusing on power decentralization and individualism, valuing personal competence. These culture differences lead to different organizational behaviors and values on some general issues, such as corporate social responsibility (CSR), Communication Climate, the role of bosses in the workplace, the role of the teacher and teaching methods at school. The different organizational behaviors and values further indicate the organizational cultural differences. The author concludes four hypotheses based on analyzing national culture differences between China and Great Britain in this paper and tests the hypotheses by way of questionnaires. By testing the hypotheses, the author draws the conclusion that national culture differences render China and Great Britain organizational cultural differences mainly represented by perceptions and values on some common issues. Lastly, the conclusion, some limitations about this study and the further study recommendations are put forward.          

Key words: Cross-Culture, Organizational Culture, Organizational Behavior,Organizational Values