Research On The Influence Of Corporate Cultural Capital On Its Internal Control

China is in the key period of changing the mode of development,optimizing the economic structure and transforming the power of growth,turning from the stage of high-speed growth to the stage of high-quality development,and the fierce market competition and strict supervision system also put forward higher requirements for the internal control quality of enterprise management.Although regulators such as the Ministry of Finance and the Securities Regulatory Commission continue to introduce more detailed and strict regulations on the internal control of listed companies,the overall level of internal control of listed companies in China is still relatively low,and it is urgent to optimize and upgrade.According to the internal control analysis report of China's listed companies from 2011 to 2018,the number of enterprises with major internal control defects is still increasing year by year.By 2018,the number of companies with internal control quality at level V and level VI still accounts for the absolute proportion.At present,the internal control means of enterprises in our country are mainly rigid system and compulsory means,which show lag and passivity in the prevention and management of internal control failure behavior,and lack of cultural level construction and thus lack of initiative and flexible control.However,enterprise management and internal control are essentially the management and control of people,all rigid means need to be implemented to the staff through the staff,through the influence of people's spiritual beliefs,to transform the values of employees,so as to guide employees to participate in the control activities correctly,and to achieve twice the result with half the effort on internal control A profound and lasting effect.Enterprises can integrate cultural construction into all aspects of management to create their own cultural influence and become a cultural resource that can bring benefits to enterprises.Therefore,the active role of soft control in the internal control of enterprises has been paid more and more attention by enterprises and academia.This paper introduces the theory of cultural capital into the field of enterprise management,uses the enterprise cultural capital to describe the soft control in the internal control,discusses the influence path of the flexible management resources owned by the enterprise on the internal control from the perspective of cultural capital,and then puts forward some suggestions for the optimization and upgrading of the enterprise management mode.This paper refers to the broad sense of cultural capital,emphasizing that culture has both the capital and the spirit,in the form of both intangible spiritual activities,but also tangible cultural products;in the medium cannot only through the influence of human thought to achieve control activities,but also through spiritual achievements such as technology,creativity,system directly promote internal control.Therefore On the basis of the research of the scholar Wang Yun(2013)and Cao Zhiqiang(2015),this paper summarizes corporate cultural capital into three dimensions: cultural productivity,cultural orientation,and cultural management,including multiple elements such as innovation,corporate public opinion,corporate social responsibility,and grassroots human capital.It uses China 's listed companies from 2014 to 2017.Empirical research on the data of the company concludes that the strengthening of corporate innovation,social responsibility and grassroots human capital is conducive to the improvement of internal control quality.When there are fewer incidents of corporate violations and violations of laws and regulations,the increase in public opinion will help strengthen internal control;when When an enterprise violates the law more than 4 times in that year,the increase in its public opinion damages internal control.Combined with the case study of Haidilao,explore the practical methods of cultural capital influencing internal control in practice,and put forward the experience and suggestions for companies to strengthen cultural construction from the bottom up,cultivate scientifically targeted cultural capital,and enhance internal soft control capabilities.