論共同信仰的起源【外文翻譯】

1、本科畢業(yè)論文（設(shè)計(jì)）外文翻譯原文：原文：Ontheiginofsharedbeliefs(cpateculture)EricVandenSteenThisarticleshowshowcpatecultureinthesenseofsharedbeliefsvaluesiginates(oftenunintentionally)throughscreeningselfstingmanagerdirectedjointlearning.I

2、tshowsthatsuchculturewillbestrongeramongmeimptantemployeesinoldermesuccessfulfirmswhereemployeesmakeimptantdecisionsthemanagerhasstrongbeliefs.Itfurthershowshowamanager’sbeliefsinfluenceculturehowculturepersistsdespitetu

3、rnoverwhythesuggestedlinkbetweencultureperfmancemaybeacaseofinversecausality.Itfinallyshowsthatfromanoutsider’sperspectiveganizationsmaytendtooverinvestincpateculture.IntroductionMembersofthesameganizationoftensharesimil

4、arbeliefsvalues.FexampleaJetBlueemployeeismelikelytoagreewithanotherJetBlueemployeethanwithaDeltaAirlinesemployeeontheimptanceoffriendlycustomerservice.AMicrosoftemployeeismelikelytoagreewithanotherMicrosoftemployeethanw

5、ithanHPemployeeonthebenefitsofaggressiveinternalcompetition.1Suchsharedbeliefshaveimptantimplications:VandenSteen(2010a)showsthatsharedbeliefsleadtomedelegationlessmonitinghigherutility(satisfaction)higherexecutionefft(m

6、otivation)fastercodinationlessinfluenceactivitiesmecommunicationbutalsotolessexperimentationlessinfmationcollection.2Thatarticlearguesthatthereasonwhysharedbeliefs(values)havesuchapervasiveinfluenceisthattheyreduceelimin

7、atedifferencesinobjectivesthuseliminateattheroottheagencyproblemsthatarisefromsuchdifferencesinobjectives.FexampleifamanagerheremployeeB1.Iwillfocusinparticularonasettinginwhichaprincipalhiresagentsfaproject.Totakeintoac

8、countthecostofscreeningIconsideranexplicitextensivegamefmfthehiringprocessratherthananaxiomaticmatchingsolution.SharedexperienceOnceemployeesarehiredasecondhomogeneitymechanismkicksin.Inparticularemployeesexperiencefirst

9、hthefirm’sactionssuccesses.Suchexperiencewillinfluencetheirbeliefs.17Asallemployeeshavethesameexperiencestheirbeliefswillconvergeeventhoughtheybeginwithdifferingpris.Inotherwdssharedexperiencesbreedsharedbeliefs.Becausee

10、mployeesofdifferentfirmswillhavedifferentexperienceshoweverbecausefirsthexperiencesaredifficulttocommunicate18beliefswillconvergewithinfirmsbutnot(lessso)acrossfirms.Sotherewillbemewithinfirmhomogeneitythanacrossfirmhomo

11、geneity.IwillstudyhereboththemechanismthecomparativestaticsofsuchhomogeneitythroughsharedexperiencesusingaslightmodificationofthemodelofSection2toallowflearning.AfterextendingthebasichomogeneityresulttothiscontextIshowth

12、atmostofthecomparativestaticsofscreeningalsoextendifthemanagercanaffecttheemployees’learning.UnderthatconditionIalsoderiveanimptantnewcomparativestatic:firmsthathavebeensuccessfulinthepastwillbemehomogeneous.Whereasthemo

13、delinthissectionisatwoperiodmodelanearlierwkingpaper(VandenSteen2004)derivedanalogousresultsinaninfinitehizonmultiarmedbitmodel.Iuseherethesimplermodeltoincreasetransparency.CpatecultureWhenstudyingcpatecultureinthesense

14、ofsharedbeliefsvaluesitisimptanttodistinguishtwodimensions.Thefirstdimensionisthestrengthoftheculturethatisthedegreetowhichthesebeliefsvaluesareshared.Itisthisculturalstrengththathasbeenthefocusofthisarticlethathasalsore

15、ceivedthemostattentionintheliteratureoncpateculture.But—whereasculturalstrengthhasanimpactonfirmperfmance(VandenSteen2010a)—itistheseconddimensionwhichoftenseemstohavethelargerimpactonfirmperfmance:thecontentoftheculture