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外文出处： European Management Journal Vol.19,No.3,pp.268–275,2001 附件2：外文原文 Source：European Management Journal Vol. 19, No. 3, pp. 268–275, 2001 Corporate Culture During the past decade it has become recognized that ‘corporate culture’ has a significant impact on overall organizational performance (Siehl and Martin, 1990; Kotter and Heskett, 1992). Explicitly or implicitly, it has been presumed that corporate culture affects the overall financial performance of a firm. In spite of this presumption, there has been very little empirical research dealing with the financial effects of corporate culture. In one notable exception, Kotter and Heskett (1992) conducted macro-level research on different companies, and compared samples of (a priori) ‘strong culture companies’ with ‘weak culture companies’ (1992, p. 19) from 22 different industries. However, neither they nor others have done much research on the effects of culture on financial performance of a single firm. In part, this might be due to the difficulties of gaining a suitable research site. Nevertheless, there is a gap in our understanding of this phenomenon. Accordingly, the purpose of this article is to report the results of a field study of the impact of corporate culture on the ‘bottom line,’ or financial performance, of a firm. It presents the results of a relatively singular opportunity to investigate the relationship between corporate culture and financial performance in a single firm. The Nature of Culture The concept of corporate culture has become embedded in management vocabulary and thought.Although there are many different definitions of the concept, the central notion is that culture relates to core organizational values. In turn, values are things which are important to organizations and underpin decisions and behavior. All organizations have cultures or sets of values which influence the way people behave in a variety of areas, such as treatment of customers, standards of per