企业文化建设需要发挥企业家和员工两个方面的积极性,但是,二者所起的作用不同。相对于员工的主体性作用而言,企业家起着主导性作用,亦可理解为决定性作用。什么叫主导性作用?笔者以为应具体体现为以下四种作用:倡导作用。企业文化是舶来品,还未被我国企业普遍认识,作出成绩者更是凤毛麟角。所以,企业文化在我国的推展,首先就有个倡导的问题。毫无疑问,企业文化的倡导者只能是企业家。究其原因,一方面是由企业家自身“先觉者”的良好素质决定的。从概念上讲,企业家是能够对资源进行优化配置、以低投入创造高产出的优秀管理者,创新是其本质。著名经济学家厉以宁认为,企业家应该有一种素质,基本条件有三:有眼光。有胆量、有组织能力。他们对市场竞争有着特殊的敏感度和风险意 The construction of enterprise culture needs to exert the enthusiasm of both entrepreneurs and employees, however, the two play different roles. In contrast to the subjective role of employees, entrepreneurs play a leading role and can also be understood as a decisive role. What is the leading role? I think it should be specifically reflected in the following four roles: Advocacy. Corporate culture is exotic, has not been generally recognized by our business, the achievements are even more rare. Therefore, the promotion of corporate culture in our country, first of all, there is a problem advocated. There is no doubt that the proponents of corporate culture can only be entrepreneurs. The reason for this is, on the one hand, determined by the good qualities of the entrepreneur's “prejudice”. Conceptually, entrepreneurs are able to optimize the allocation of resources, with low input to create high-yield outstanding managers, innovation is its essence. Li Yining, a famous economist, believes that entrepreneurs should have a quality and three basic conditions: a vision. Have courage, organizational skills. They have a special sensitivity and risk to market competition