Research On The Internal Machanism And Construction Paragigm Of Corporate Ritual In Corporate Culture Construction

As the development of Chinese economy, the domestic enterprises have become bigger and stronger. But at the same time, some deep-rooted problems in the corporate management have begun to be exposed to the public. Discord between employers and employees, employees’ low sense of belonging and cohesion and the lack of corporate social responsibility sense have been the universal problems which make Chinese corporations feel trouble.Corporate culture was the outcome of development of corporation which included the values, the ritual, the image of hero and so on. In the research of Terence Kennedy and Alan Deere which was based on the large number of U.S. successful corporations, the positive functions of the culture to promote the development of corporations have been proven. The culture played an important role in the pooling staff, motivating staff and changing employee behavior. No doubt that it was an important way to solve the recent problems through building corporate culture.Corporate ritual, as an important component of corporate culture, played an important role in the construction of corporate culture. Collins, a microscopic sociologist, found that the ritual could promote group solidarity, enhance participants’emotional energy and generate cultural symbols.For these reasons, this article would first take the way of theoretical approach and case study, combine the culture theory, ritual theory and the practical case to study the functions of the corporate ritual in the culture construction. And then this article would combine the sociology, psychology theory and practical case to explore the internal mechanism of the realization of ritual functions in the culture construction. At last, this article would put forward practical paradigm of building enterprise ritual based on the findings and the actual typical case study for providing references to solve the problems corporations currently facing.