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首页 论儒家思想对东亚国家企业文化的影响

论儒家思想对东亚国家企业文化的影响.pdf

论儒家思想对东亚国家企业文化的影响

中小学精品课件
2019-05-08 0人阅读 举报 0 0 暂无简介

简介:本文档为《论儒家思想对东亚国家企业文化的影响pdf》,可适用于综合领域

天津财经大学硕士学位论文论儒家思想对东亚国家企业文化的影响姓名:张晶波申请学位级别:硕士专业:英语语言文学指导教师:刘惠华内容摘要社会经济的发展主要依靠两种力量一是科技进步二是人文精神。全球经济正由物质经济向知识经济转变。文化成为经济发展的动力。世纪年代以来东亚经济发展迅猛特别是以韩国新加坡中国台湾中国香港为代表的亚洲四小龙出现了经济腾飞势头引起了有关专家学者的广泛关注研究表明东亚地区经济腾飞的一个主要原因就是其倡导和信奉的儒学起了重要作用。儒家文化核心价值观为“仁义礼智信’’以道德手段强调对企业、对国家的责任感与牺牲精神。儒家思想完全可以成为东方经济发展的动力开创出一条与西方资本主义经济发展所不同的道路。本文通过对比中国与日本韩国之间儒家文化的异同以及与西方文化的差异进一步深化了我们对儒商和儒商精神的把握揭示了其优越性和不足之处。通过对儒家文化在日韩的传承和发展特别是对企业文化的影响的研究可以对我国企业文化建设起到借鉴作用。这些比较分析有利于我们积极地去吸取儒商及其精神的合理因素有利于我们建构有中国特色的现代商业文化为现代经济发展提供重要的文化资源和精神动力。本文主要由四部分内容组成。论文介绍部分提出了研究的目的、意义和国内外研究概况。第一章对儒家文化作了简要介绍并论述了儒学与经济发展的关系。第二章从ltofstede的四个价值维度探讨儒学。第三章研究了儒学对东亚企业文化的影响对中、日、韩三国的企业文化特iv点进行了对比与分析并分别以中国方太、海尔集团日本松下集团及韩国现代集团的企业文化为例进行说明。第四章提出了日韩两国企业文化对中国企业文化建设的有益借鉴。近年来社会掀起了儒学研究的热潮但就儒学对企业文化的影响前人研究尚少国内文献缺乏国外亦鲜见本文亦是一家之言因此难免有纰漏之处有待于进一步探讨。关键词:儒学儒家文化儒商企业文化ABSTRACTSocioeconomicdevelopmentismainlydrivenbytwoforcesscientificprogressandhumanisticspirit.Theglobaleconomyistransferringfrommaterialeconomytoknowledgebasedeconomy,withculturebeingthemajordrivingforce.SincethestheEastAcamedominant.KoreanConfuciansgenerallyemphasizedthestudyofhumannatureandprinciple(songnihak)and”learningoftheway”(tohak).FollowingZhu’SleadKoreanConfuciansfocusedontheconceptsofprinciplevitalenergy,andheart/mind.ThemostinfluentialKoreanNeo·ConfucianT’oegye(theliterarynameofYiHwang,)wasprimarilyconcernedwithpracticalquestionsofhowConfucianideasshouldbemanifestedinhumanactivityConfucianismhasbeeninheritedforalongtimeandConfucianideasabouthumannaturemorality,andgoodgovernancestillinfluencethewaypeopleintheregionseethemselvesandtheirsocieties.InKorea,politenessisallabbreviationofetiquetteandcourtesyPolitenessaccordingtoKoreancultureisaformallyexpressedactiontodisplayyourrespecttowardothers.Tosimplyacknowledgepolitenessisinsufficientpolitenessshouldbeconductedwithbrevityandsincerity.Inshortthefundamentalfoundationofye(卒L)inKoreaistorespectthespiritofothersyoureldersandnurtureyouth.Basedonthis“respectfulandnurturing”spiritamancanempathizewithothersandwilllendahandindifficultmatters.Astheworldbecomessmallerthroughglobalizationbothofeastandwestshouldpayattentiontoeachother’Spoliteness.Althoughpolitenesshasdifferentoriginsandconnotationsindifferentculturestherootofallpolitenesseastorwestistherespectandcaregiventoothers.TheheadhonchosofSamsungLGandHyundaiareallrespectedcorporatefigureswhohavemanagedtooverhaultheirformerlysluggishorganizationswithdeterminationandflair...CharacteristicsofSouthKoreanCorporateCultureConfucianismbecameacommonphilosophyinancientKoreabringingaboutsignificantchangesandexertingconsiderableinfluenceontheKoreanpeople.WithitsrootssetdeepinKoreanculture,ConfucianismcontinuestopervadetheconsciousnessofmanyKoreansshapingtheKoreanmoralsystemitsnationallawsandgeneralwayoflifeinKorea.TheubiquitousConfucianbeliefsandvaluesofcontemporaryKoreansocietyhighlightaplethoraofsocialconcelTiSandincludeobligationtowardsothersrespectforfanfily,eldersandauthority,loyalty,honoLandfilialpiety.)HarmoniousPersonalRelationshipsInKorea,personalrelationstakeprecedenceOVerbusiness.Inordertobesuccessfulitisvitaltoestablishgoodpersonalrelationshipsbasedonmutualtrustandbenefit.Koreanbusinesscultureisfirmlygroundedinrespectfulrapportandinordertoestablishthisitisessentialthatyouhavetherightintroductionandapproachthecompanythroughamutualfriendoracquaintanceattheappropriatelevel.Koreansspendasignificantamountoftimedevelopingandfosteringpersonalcontacts.Thereforetimeshouldbeallocatedforthisprocessparticularlyduringthefirstmeetingwhichisfrequentlyusedtosimplyestablishrapportandbuildtrust.OncegoodsolidrelationshavebeenrecognizedinKorea,continuousreinforcementandmaintenanceiSvital.BytheimpactofConfucianculturebusinessleadersofKoreagenerallytakeharmonyasthepreciousleadershipapproachwitllspecialemphasisonthehumanecareofemployeesandemphasizeintemalcoordinationandharmony,especiallyinthedifferentsectorsofadministration.Theleadershipemphasizesinterpersonalrelationshipswiththeirsubordinatesandcarestheneedsandfeelingsofemployees.Majordecisionsaremadebytheseniorafterconsultativeandfulldeliberationofemployees.)HighlycentralizedmanagementconsciousnessKoreaisknownforitsverticalsocialstructurebasedonageandsocialstatus.TheorganizationalarrangementofKoreancompaniesishighlycentralizedwithauthorityconcentratedinseniorlevels.Theoldtitlesystemhasmanyimplicationsforcorporateleaders.FirstKoreansoftenwantabettertitlewhentheychangejobsalthoughsomemayacceptalessertitleiftheorganizationtheyaremovingtoismuchlargerordeemedasmoreprestigiousthantheircurrentemployer.ThenagainsomeKoreansinsistonabettertitleirrespectiveofthesizeoftheorganizationtheyarejoining.Inmanycasestitlingcanbeadealbreaker.Atmoreseniorlevelssomecompaniesreservethetitle“JeonMu”forexecutivesintheirfiftiesbutoftenfortysomethingdemandthistitlebeforetheywilljoinafirm.)ObediencetoadministrationandrespecttotheseniorInfluencedbyConfucianismKoreansrespectforauthorityisparamountintheirbusinesscultureandpractices.HighrankingindividualstendtohavemorepowerOVertheirsubordinatesthanintheWest.Consequently,decisionmakinginKoreawillfollowaformalprocedureinwhichseniorapprovalisnecessary.Generallyspeakingresponsibilityisdelegatedtotrusteddependablesubordinatesbytheirsuperiors.Thereforeitisimperativenottooffendorignorethelowerranksandtoshowthevariousmanagersthesamerespectasotherseniorlevels.AgeisthemostessentialcomponentwithinarelationshipinKorea.Apersonolderthanyouautomaticallyholdsacertainlevelofsuperiority.ThisisparticularlyevidentinKoreanbusinesssettings.PersonaltiesinKoreasuchaskinshipschoolsbirthplacesetcoftentakeprecedenceOVerjobseniority,rankorotherfactorsandhavesignificantinfluenceoverthestructureandmanagementofKoreancompanies...CasestudyHyundaiCorporationHyundaiCorp.introducedEthicsManagementatthebeginningofyeartobuildthebasisforsurvivalonitsownandtoseekmutualbenefitofallpartiesinvolvedincludingcustomersandbusinesspartnersetc.bypreventingmoralhazardoftheemployeesandimplementingtransparentresponsibleandhonestmanagement.PursuingethnicalmanagementHunyundaiCorporationisseekingmutualbenefitofallpartiesincludingcustomersandbusinesspartners.ThecompanyorganizeditsEthicsManagementOfficewiththeExecutiveDirectoroftheCorporatePlanningPersonnelManagementOfficeservingastheChiefEthicsOfficer,andalsoestablishedthePrinciplesofBusinessConducttheCodeofConductandtheSelfReviewQuestionnaire.TheQuestionnairepopsupfromtheinitialwindowsscreeneverydayduringthefirstweekofanymonthwhentheemployeescheckintotheintranetsystemtoremindthemofanddrawtheirvoluntaryparticipationtotheideaandpursuitofEthicsManagementinpractice.Specialtrainingandeducationalsessionsonbestpracticesofethicalmanagementfromleadingcorporationsandinstitutionswillbepresentedregularlytothestaff.AllthemembersofthecompanyhavesubmittedhisorherownpledgeofcompliancetothevariousethicscodesandthoseinviolationwillbesubjecttodisciplinebytheHumanResourcesCommitteefollowingdueexaminationbytheEthicsManagementOffice.EthicscodesPrinciplesofBusinessConduct:Basicprinciplesrelatingtoethicsmanagement).responsibility(CSR)hasbecomethekeyissueincompanysocietyrelations.CSRhastakenapositionofthecorepillarsofHyundaiMotorasthecompanystrivestoestablishanewSustainableBusinessManagementSystembasedonitsfiveprimarybusinessprinciples.HyundaiMotorCompanydoesnotseeitselfasamereprofitmakingentity.ItisaContributingmemberofglobaisocietybasedontheresponsiblecorporatecitizenship.Itisoneofthemainpurposestomakeabetterworldinclosecooperationwithallpeopleandgroupsincludingstakeholdersemployeescustomersshareholderssuppliersandlocalcommunitiesintheworld.EspeciallyApr,HyundaiMotorannounceditssociallyresponsiblemanagementplantofulfillitsresponsibilitytoglobalsocieties.HyundaiMotorsociallyresponsiblemanagementCOVerSthreeconceptualareas:economicresponsibility,socialresponsibility,andenvironmentalresponsibility.)familylikeworkingenvironmentHyundaisuccessfullycarriedoutvolunteerprogramslikefamilymembervolunteersvolunteerstorepairhousingfortheelderly,companyemployeevolunteersemergencyrescuevolunteersandmoreaswellasestablishingandmaintainingemployeevolunteergroups.Hyundaiformed’onecompanyonevillage’withvillagesinKoreaandhelpedcommunitiesdirectlythroughlocalproductpurchasesandvolunteerworkduringthebusyagriculturalseason.、.principlesofbehaviorBasicEthicsMissionAccomplishmentTransparentManagementDrawingthelinebetweencorporateprivateaffairsSoundbehaviorsPromotionofpleasantworkplaceenvironmentChapterⅣ.EnlightenmentsforCorporateCulturesinChinaCultureisthesoulofmanagementandanyenterpriseofeachcountryhasitscorporateculturewithitsownculturalcharacteristics.Economicmodernizationprocessofanationisdefinitelyrootedinthisnation’Shistoricalandculturaltradition.ConfucianismfoundedbyConfuciusisaprofoundideologicalsystemwithalonghistoryofyearsandmaintainsitsdominantstatus.Confucianismplacesemphasisontheimportanceofeducationtheimportanceofknowledgeimportanceofhumancapitalandthereforeisbestsuitedtoacultureofknowledgebasedsociety.However,theCultureandmanagementmodelsofthedevelopedcapitalistcountrieshavesomethingusefultolearnfrom.Ourcountry’SmodernizationofenterprisemanagementshouldbebasedontheexcellenttraditionofChinesecultureaswellasabsorbtheadvantagesofthemanagementofforeignenterprises.InthefiercemarketcompetitionanyenterprisewhichcanbuildadvancedCulturewillbeabletoestablishanenterprisecompetitiveadvantage.Haier'ssuccessisthattheycreatetheirowndevelopmentmanagementmodelOEC(OverallEveryControlAndClear)managementmodelwiththeconceptofcombiningConfucianismwithwestemmanagementconception.AppreciatingtheConfuciancultureinJapanandSouthKoreaatthesametimeweshoulddeeplytlliIll【overonourown.AsthehometownofConfucius.ChinashouldbebetterinheritandCalTyforwardtheConfucianspirit.Chinaisnamedascountryofetiquette.ButConfucianismhasexperiencedtheeventsof‘'beatingdownConfucianism'’oftheMayFourthMovementand‘‘CulturalRevolution'’and‘'breakingupfouroldfashions(oldfashionedmindculturecustomandhabits)ofs.However,ConfucianismhasbeenwelldevelopedinJapanandSouthKorea.TherecomesupacleargapoftraditionalConfucianculturebetweenChinaandJapanandSouthKorea.Becauseofthecrisisofthevaluechaosthatcontemporarysocietyfaceswithmultiplevaluesitisdi伍culttofindthestandardnormsoflifeforindividuals.So.intheconflictsoftraditionalspiritualandculturalmodernmaterialcivilizationthetraditionalConfucianethicsstillhasapracticalsignificance.Althou曲ChinaJapanandSouthKoreaaredifferentinsocialsystemsenvironmentsandwayofdevelopmenttheyhavesharedacommonhistoricalandculturalbackgroundwhichissubjecttotheimpactofConfucianculture.Today,itisnecessaryforChineseenterprisetodrawusefulcorporatecultureandmanagementideasofJapanandSouthKoreainordertohaveabeaerdevelopment.)Corporatecultureisthewholespiritofenterpriseitisnotgorgeouspackaging,buttirelesspursuitofentrepreneursandallstaff.Thiscultureisaconsistentbusinessstrategyandshouldberecognizedbyallstaff.Cultureisthecommonvaluesandcommonbehaviorpatternsandhabitsformedinthelongtermproductionandmanagementactivitiesofanenterpriseanditreflectsthecorporatespiritofthestaff.Itdeterminesthevitalityofenterprisesandutilizationofhumanresourceswhichistheadvantagesofenterprisecompetitiveness.Itisbelievedthathumanresourceisthemostimportantoneandcorporatecultureshouldbepeopleoriented.Nowadays.“peopleoriented’’hasbecomethetrendofmodernenterpriseculturethatisenterpriseshouldbeconcemedwiththevalueorientationofstaff,makecareerplanningforstaff,andcreateaculturalatmosphereandreasonableguideemployeestocreatevalue.Thedevelopmentofmodemscienceandtechnologyestablishedanimportantpositionofintellectualfactorsineconomicdevelopment.Enterpriserichen..innaturalresourcesisnotnecessarilyhavingtheslrongmarketcompetitiononlythosewhocanmastertechnologyandhastalentsareabletohavearealadvantage.ForinstanceMatsushitaproposestheconceptof“beingbenevolenttostaff’andbelieveshumanresourceisthemostimportantresource.InJapansufferedtheinfluenceoftheGreatDepression.Manybusinesseswereforcedtoreducesalaryandevenshearedtheemployees.EconomicdownturnhasalsoledtothebacklogofinventoryofMatsushita.DirectorsofMatsushitamadeaproposalof‘'halvedproductionhalvedworkers”.However,theCEOKonosukeMatsushitainsisted:”wereduceproductionbyhalffromtoday,butshouldnotdismissaworker.”Staffswerecalledontosellproducts.Throughthejointeffortsofeveryonethecompanyfinallysoldoutinventoryandpassedthehardtime.ItshouldbenotedthatMatsushitacorporationestablishedacommercialcollegewhichhasfourConfuciancoursesoftheGreatLearning(大学)theanalects(论语)TheBookofMencius(子)TheBookonFilialPiety(孝经).ChinaisthebirthplaceoftheEastAsianculture.IntheprocessofbuildingacorporatecultureChineseenterpriseshouldinheritandcarryforwardtheexcellenttraditionofChineseculture.Chineseenterprisesshouldbeabletoputintoaharmoniouscomfortablecleanenterpriseandbethefamilyofstaffsandtoformacommunityofcommoninterestanddestiny.ThereisnofundamentalcontradictionbetweenConfucianism’S‘'benevolence'’and‘'harmony'’andtheconceptadvocatedbyChinesecommunistmoralityandprofessionalethics.Chinesemanagersshouldbegoodatgraspingtheiressenceremovingfeudaldrossandgivingthemnewmeaningoftime.AtthesametimeChineseenterprisesshouldlearnfromexcellentandadvancedenterprisesabroadanddrawonallthefinecultureSOthattheycanbeinnovativeandCanhaveabetterdevelopmentinthefuture.)TobuildcorporateCultureentrepreneursmustsetanexampletotheiremployees.Anentrepreneuristhestrictsupervisorbutalsogoodfriendtoemployees.Entrepreneursshouldbetherepresentativeofentrepreneurshipandonlyunlessentrepreneurssetanexampletostafftheycanestablishleader’Simageinordertotrulybecomethecoreofleadershipandauthority.Firstofallenterpriseshouldstrengthentheculturalconstructionandimplement‘'benevolent'’.Thisporwardtwodemandstobusinessleaders:ontheonehandbusinessleadersshouldtaketheleadtosetanexample.Forrunningtheconntry,Confuciusporwardanumberofrequirementstoleadership.Confuciussaidthat:“employfirsttheservicesofyourvariousofficerspardonsmallfaultsandraisetoofficemenofvirtueandtalents”whichshowthebasicqualitythataleadershouldposses.(先有司赦小过举贤才《论语·子路》)‘'whenaprince’Spersonalconductiscorrecthisgovernmentiseffectivewithouttheissuingoforders.ifhispersonalconductsnotcorrec'l'hemayissueordersbuttheywillnotbefollowed”(其身正不令而行其身不正虽令不从《论语·子路)))fullyaffirmstheimpactonstaffoftheconductofleader.ItCanbeseenthatestablishingahighqualityleadershipisthekeypointofcorporatecultureconstruction.Ontheotherhandleadingofficialsshouldhavetheinsighttoidentifythetalentstheresolvetousethemthepassiontolovethemandthewaystogetthemtogetherandshouldknowhowtojudgeandusepeopleandpoolthetalentstogether.Confuciusproposedthat“advancetheuprightandsetasidethecrookedthenthepeoplewillsubmit”(举直错诸枉则民服《论语·为政》).ForFamilyenterprisesitisnecessarytoachieve“familymembers’’and“outsiders”anequalstatuswhenthefamilymembersarenotcompetenttheyshouldusenonfamilymembersandtalentmustbecarefullyevaluatedandproperlyplaced.Businessleadersshouldnotonlybegoodatselectingtalentbutalsoshouldchangethepaternalisticmanagementstyle.Enterprisesmustsetupascientificandfairemploymentmechanismandimplementthe‘'ruleoflaw’’insteadof‘'ruleofman”.IfChineseenterpriseswanttoachievetheirowndevelopmentandgrowth,theyshouldstudytheWesternadvancedmanagementexperienceandabsorbtraditionalcultureatthesametime.Itshouldleamfromthe“AnalectsofConfucius’’aboutthemanagementofintelligenceandestablishapeoplecenteredconceptofcorporateculture.Tlleyshouldcombine‘'ruleofman’’and’’ruleoflaw’’togetherandtobuildalearningorganizationsparenoeffortstointegrateintothesocialcapitalbuildaharmoniousinternalandexternalbusinessenvironmentandsetupmaterialculturespiritualandculturalbehavioralandandinstitutionalcultureinallaspectsandeventuallydevelopenterprisecultureadaptedtotherequirementsoftimeandsustainabledevelopment.ConclusionToday,Chinaisexperiencingtheindepthdevelopmentofreformandopeningupandbuildingasocialistmarketeconomy.ThedevelopmentofamodembusinessmanagementandthetrainingofnewConfucianmerchantsofstcenturyareinseparablefromthereasonableabsorptionandthetransformationoftraditionofChineseculture.Stonesfromotherhillsmayservetopolishthejadeofthisone.IfChinawantstofinishthetransformationfromanindustrialeconomytoaknowledgebasedeconomyandevolveintogiantoftheEastinthestcentury,weshouldlearnfromcultureandmanagementofactiveingredientsofdevelopedcountries.BasedontheeffectsoftraditionalChinesecultureandthecombinationofthenewsituationnewdemandstheawarenessandconceptsofmodemmanagementofourcountryCanbeformed.WeshouldpromotethesuccessofChineseenterprisesmanagementmethodsandexperiencetosetupthecorporateCulturewithChinesecharacteristics.ItistruethattheChineseenterprisesarefacedwithmanydifficultatthisstagebutwiththeadventoftheeraofknowledgeeconomy,modementrepreneursshouldestablishtheoverallideasandconceptsCOcoordinatedontheirownfromnowandputthemodemizationofenterprisemanagementinthefirstplace.Entrepreneursshouldpaygreatattentiontoknowledgebasedeconomy,andconstantlyimproveteirownideologicalandculturalquality,establishpeopleoriented‘managementconceptandstrivetoexploreandimprovethecorporateculturewithChinesecharacteristicsandpursuesuitablemanagementmodeoftheirowninordertopromotethecontinuousdevelopmentofChineseenterprises.BibliographyAmartyaSen(July/).HumanRightsandAsianValues.TheNewRepublicV.No./.CaiD.G蔡德贵年月儒学如何进一步走向世界。深圳大学学报。DavisL.().DoingCtllt埘屯⋯CrossCulturalCommunicationAction.Beijing:ForeignlanguageTeachingandResearchPress.DuW.M.杜维明东亚价值与多元现代性。中国社会科学出版社。EdwardJRomar.().GlobalizationEthicsandOpportunitism:AConfucianViewofBusinessRelationshipsBusinessEthicsQuarterlyVolumeIssue.FotileCorporationMar.fromhttp://www.fotile.corn/english/FangGG方国根LuoB.Q.罗本琦文化全球化视野中的儒学与东亚现代化一一以同本、亚洲“四小龙”为研究中心。ModernPhilosophy,。GaoZ.J.高增杰东亚文明撞击一日本文化的历史与特征。广西教育出版社。HatimB.().CommunicationAcrossCultures一TranslationTheoryandContrastiveTextLinguisticsShanghai:ShanghaiForeignLanguageEducationPress.HaierCorporationMar.fromhttp://www.haier.com/index.aspHofstedeGeert.().Culture'sConsequenceInternationalDifferencesinorkRelatedValues.California:SagePublicationsInc.HofstedeGeert.().CulturesandOrganizatio瑚s礤wnreoftheMind.NewYork:TheMcGrawHillCompaniesInc.PP..HyundaiCorporationMar.fromhttp://worldwide.hyundai.corn/FareedZakaria.(March/April).CultureIsDestiny:AConversationwithLeeKuanYew.ForeignAffairsV.No..JiaGL贾根良重新理解东亚模式:演化经济学的新框架。天津社会科学第期。Jiang,L.X.姜林祥XueJ.D.薛君度主编儒学与社会现代化。广州:广东教育出版社。Jiang,YH.江宜桦年月儒家思想与东亚公共哲学一以『和而不同j意旨之分析为例。华东师范大学学报(哲社版)。J.BarkleyRosserJr.MarinaVRosser.().IslamicandNeoConfucianPerspectivesontheNewTraditionalEconomy.EasternEconomicJournalVol.JamesLegge.(June).ConjucianAnalectsKessingerPublishing.KangXiaoguang.().Confucianization:AFutureintheTraditionSocialResearchVol:NoSpring.KangZ.Q.康中乾年月论传统儒学思想在弘扬中华民族精神中的作用。廊坊师范学院学报。LeysSimon.().TheAnalectsofConfuciusNewYork:W.W.NortonCompany.LinR.林锐儒商之道与现代企业经营理念。华中科技大学硕士学位论文。LinYE林毅夫年月目经济发展与中国的文化复兴。香港科技大学高级研究院专题讲座讲稿。“GY李光耀李光耀四十年政论选。新加坡:联邦出版社。LiX.P.李晓盼国际文化因素对东亚区域合作的影响作用探析。吉林大学硕士毕业论文。MitchellC.().InternationalBusinessCultureShanghaShanghaiForeignLanguageEducationPress.PP..ShengHsunHsu(June).ANewBusinessExcellenceModelwithBusinessIntegrityfromAncientConfucianThinkingTotalQualityManagementV.No..Samover.L.A.Porter.R.E.Stefani.L.A.().CommunicationBetweenCultures.Beijing:ForeignlanguageTeachingandResearchPress.PP..Pan,C.H.潘畅和中韩R儒学比较论。延边大学出版社。QuJ.J.屈建军年月重评儒家的义利观。西安航空技术高等专科学校学报。Tang,E.J.汤恩佳弘扬孔子儒家思想的现代意义。中华传统文化与新世纪。Tylor,EdwardB.()PrimitiveCulture.thed.NewYork:Brentano’S.XuYH.徐远和儒家思想与东亚社会发展模式。广西人民出版社。Xu,H.徐惠社会转型视域中儒家文化及其当代价值.新疆大学硕士毕业论文。WangX.C.王学成Qix.齐欣国际商务英语。中国金融出版社。WolfgangKasper.()FiringupthelittledragonsEconomicAffairsNov/Dec.封面文摘英文文摘声明ACKNOWLEDGEMENTIntroductionChapterⅠBriefIntroductionofConfucianismEconomicConceptofConfucianismConfucianConceptofRighteousnessandProfitConfucianEconomicThoughtversusWesternEconomicsConfucianismandConfucianMerchantConfucianismandEconomicGlobalizationChapterⅡHofstede'sCulturalDimensionsDefinitionofCulturePerceptionofConfucianisminTermsofHofstede'sFourValueDimensionsChapterⅢCorporateCultureofEastAsia:CoreValueFeaturesofEasternCorporateCultureandWesternCorporateCultureConfucianismandChineseEnterpriseImpactsofConfucianismonJapaneseCorporateCultureImpactsofConfucianismonSouthKoreancorporatecultureChapterⅣEnlightenmentsforCorporateCulturesinChinaConclusionBibliograph
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