Entrepreneurial Team And Entrepreneurial Enterprise Culture Construction

The latest global entrepreneurship observation data show that in China

The connotation and function of entrepreneurial culture

Entrepreneurial culture mainly refers to the environment and personality of entrepreneurial enterprises, the values shared by employees of entrepreneurial enterprises, the institutional norms followed, and the behavioral patterns that they show.

Like the general corporate culture, entrepreneurial culture also has two functions: external adaptation and internal integration.

External adaptation emphasizes the positive reaction of external supporters and environmental relations. Internal integration emphasizes the establishment of shared vision within the enterprise and the sharing of values between employees and business units.

As a newly established enterprise, because of the lack of perfect organizational structure, adequate human resources reserves, mature manufacturing technology, stable market share and abundant cash flow, venture enterprises are faced with risks and uncertainties.

In this context, the construction of corporate culture is of great significance for entrepreneurial enterprises to overcome difficulties and grow rapidly.

Specifically, the role of entrepreneurial culture is manifested in the following three aspects.

First of all, entrepreneurial culture plays a guiding role.

The entrepreneurial culture reflects the common values, ideals and beliefs and common interests of the entrepreneurial team and all employees. It has an intangible great appeal for every employee in the enterprise.

Entrepreneurial culture determines the direction of action of an enterprise, stipulates the action objectives of an enterprise, and guides employees to move toward the established development goals.

Secondly, the culture of entrepreneurial enterprise has a cohesive function.

Under the condition of resource shortage and difficult conditions, entrepreneurial culture can bring together the entrepreneurial team and all staff through sharing values, beliefs and interests, and enhance the cohesive force of enterprises.

For an enterprise, having a common goal and striving for it is the source of power for the development of an enterprise.

Because there is a common goal, enterprises will have strong centripetal force.

Because there is a common value pursuit, employees will have strong spiritual support.

At this point, in order to achieve the goal of the enterprise, employees in the enterprise are condensed into a powerful team and burst out huge energy.

Third, entrepreneurial culture plays a normative role.

Comparatively speaking, there are some problems in the early stage of enterprises, such as imperfect institutions and imperfect systems. At this time, corporate culture embodies a kind of "soft" constraint.

Through the corporate culture, employees know what can be done, what can not be done, what activities will be noticed and rewarded, and which types of talents will be reused.

Entrepreneurial culture enables employees to have psychological identification and internalize them into conscious actions and self restraints, so as to achieve the purpose of normative constraints.

The impact mechanism of entrepreneurial team on entrepreneurial culture formation

Research shows that business leaders play an important role in the formation of corporate culture.

Leaders are the main body of corporate culture construction, and leaders' values are often the basis for the formation of corporate culture.

For entrepreneurial enterprises, entrepreneurial teams form the basis of top management team and the initial organization form of top management team, so they play a key role in the formation of entrepreneurial culture.

In short, entrepreneurial team is a group of people who have common purposes, share entrepreneurial profits and share venture risks to create new businesses.

From the practice of Western entrepreneurship development, with the increasing market competition, single entrepreneurs often find it difficult to complete the whole entrepreneurial activity, so most start-ups are created by entrepreneurial teams working closely together.

Timmons, a famous American entrepreneurship researcher, believes that entrepreneurial teams are of great value to entrepreneurial success.

Entrepreneurial teams, resources and opportunities are three core elements of entrepreneurship. Any weakening of any factor will destroy the balance between the three.

Moreover, entrepreneurial teams play an important role in this state of change from imbalance to balance.

Of course, it is not realistic for a venture enterprise to have a successful and stable entrepreneurial team at the beginning of its creation. The entrepreneurial team is gradually improving and forming an entrepreneurial team culture along with the development of entrepreneurial enterprises.

Once the entrepreneurial team has formed its own team culture, the entrepreneurial team will accordingly request the entrepreneurial employees to encourage behavior and ideas that are consistent with the values of the entrepreneurial team, and to correct the behaviors and concepts that do not meet the values of the entrepreneurial team.

Through this continuous interaction, a corporate behavior model based on entrepreneurial team values will come into being.

For any entrepreneurial enterprise, entrepreneurial team culture is the core of corporate culture and the basis of forming corporate culture, which directly determines the direction and content of corporate culture.