A Study On The Transformation Of Enterprise Culture In The Inheritance Of Private Enterprises

Since the1990s, the topic of corporate culture’has begun to draw general attention. In the theoretical circles and business circles of our country, there used to be a stream of "the corporate culture heat" aroused. Most enterprise operators believe enterprise’s achievements, developments and continuous managements are inseparably related with the corporate culture. We can say the corporate culture is a kind of ideology based on values of enterprises, and it is closely combined with the management philosophy of enterprises and administration behaviors. The embodiment of the corporate culture can be divided into three levels:First, the superficial form of the artificial ornament, meaning to reflect the superficial level of corporate culture through the environment of an enterprise and its hardware; second, the level of system culture. We could see some corporate cultures through the habit, etiquette and custom, written form or unwritten enterprise rule formed in those enterprises for a long time; it is a cultural level of the spirit to be the most central, mainly referring to the values. So the corporate culture can be said as the combination of enterprise’s values, style of work, enterprising spirit and development goal. Enterprises with good fighting capacity and good achievements must be supported by a kind of harmonious corporate culture. Or else it will be eliminated in the fierce market competition.In the composition of the corporate culture, the most central value is no more than the establishment of the values of the deepest level. And the deeply planting of the value is inseparably related with the company’s leader. The values of enterprises also can be regarded as the behavior of leader’s individual character and idea, so the leader’s replacement certainly will cause impacts and shocks to the corporate culture. In recent years, Chinese family firms successively enter into the peak of regeneration. When the successful founder of the first generation quietly retires after winning merit, the topic of whether the second generation of successor can succeed and smoothly accomplish the succession and continue this succession is also warmly paid attention to. How to reduce the impact to the corporate culture to the most during the process of the succession, or how to smoothly do the proper arrangements and managements between the ownership and power of management become the hottest theme of topic at presentIn this article the J Company is a family firm. In the succession it also faces the situation of the corporate culture shock between old and new because of the change of leader. This research regards J Company as the subject of studying, probe into the transition among new or old culture, and uses the three levels of the corporate culture as an analysis structure of observations, hoping to help J Company to do a harmonious balance among inherits and passing on through offering solutions.