The Effect Of Organizational Culture On The Entrepreneurship Of Employees:the Moderation Of Cultural Values Of Employees

In recent years,researches on entrepreneurship have been increasingly in-depth. Scholars committed to the entrepreneurial spirit are increasingly concerned about various factors which have impacts on the formation and development of entrepreneurship.Organizational culture is one of the factors.For organizational culture itself has diversity and difference,hence,in different circumstances, the impacts of different types of it on entrepreneurship are different.The researchers are also more likely from this point of view to go on this study.The important influence of organizational culture on entrepreneurship exists not only in in the macro national and regional level,but also in the microscopic organization and individual level.Differences in organizational cultures are used to explain the organizational performances in the aspects of entrepreneurship and innovation. However,the researches on how organizational cultures affects the individual entrepreneurial spirit of employees are not sufficient.In particular, a lot of enterprises have a similar organizational culture, the entrepreneurship and innovation of their employees tend to be very different.This may be related to the cultural value orientations of individual employees.Therefore,what roles the differences of individual cultural values play in determining individual differences in the entrepreneurial spirits, as well as they play in between organizational culture and entrepreneurial spirit?To answer these questions,This thesis aims to study the following contents.1.The impacts of organizational cultures on individual entrepreneurial spirits in the organizations.2.In the condition of the transformation of culture, how the cultural values of employees in mainland China regional organizations (modern and traditional) to regulate the relationship between organizational culture and employee’s entrepreneurial spirit.The results show that:(1) in addition to market-oriented culture,the flexible cu l tu r e (p o si ti v e), th e le v e l cu l t u re (n eg a t iv e) an d th e te am cu lt u re (p o si ti v e) h av e asi g n if ic a n t ef f e ct o n t h e em p lo ye e ’ s en tr ep r en e u r i al sp ir it.(2) T h e p er s o n a l cu l t u ra l v al ue s o f th e em p lo y ee s h a v e a si g n i fic a n t ef f ec t o f ad ju s tm en t o n t he re l at i on sh ip b et w ee n th e o rg an i za ti o na l cu lt ur e an d em p lo y ee ’ s en tr e p re ne u ri a l sp i r it. S pe c i f ic l y,th e tr a d it i o n al te n de n cy w il l w ea k en th e po si t iv e re l at i o ns h ip b e t w ee n te a m cu l t u re an d em p lo ye e s ’ en tr e n e u ri al s p i r it, w h er ea s ha s a st r en g th e n in g ef f e ct o n th e n eg at i v eim p ac t o f le v el cu lt u re. I n co n tr ac t, m o d er n te nd en cy w il l w ea k e n th e n eg at i v eco r re c l at io n be t w ee n t h e l ev e l cu l tu re an d en t r ep r e n e ur sh i p, a nd st r en g th e n th ep o si ti v e im p ac t o f f le x i b l e cu lt u r e an d te a m cu l t u re o n en tr e p re ne u rs h i p.