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The concept of the virtual corporation (VC), which describes a modern form of collaboration among organizations, was introduced in the scientific discussion in the mid 1990th. The practice shows that VCs need new forms of governance because the traditional mechanisms of control, management, and steering are hardly applicable. Until now there is only a few research related to the question how to govern VC. The main problems to govern a VC are to coordinate the communication among dispersed partners and to motivate employees to actively involve themselves into the network. Open source projects are confronted with similar problems. As several governance mechanisms are already analyzed in this context, the authors analyze and adopt governance concepts from open source projects to extract a governance framework for virtual corporations. This new approach leads to innovative insights in governing virtual corporations by using community techniques as an appropriate way for communication and collaboration purposes.

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Culture has covered several areas which related to human beings’ life, it was manifested in process of doing, value judge, communication manners, education issues, historical events, economic situation and so on in communities. So, the culture would impact the operation ways of a corporation. Through the prevalent theory of Hofstede’s culture division, we understood that Chinese culture has its characteristics which could be portrayed as long power distance, collectivism, masculinity, uncertainty avoidance and long-term orientation. The Chinese enterprise has long been the epitome of the massive collective, where employees usually treated their organization as their family. Additionally, these large organizations and government related enterprises had a multitude of standardized procedures and regulations, numerous managerial levels, and promotions based on knowledge of and obedience to these procedures and policies, exemplifying the hierarchy culture (A.Ralson, Jane, H. Terpstra, Wang, C.Egri, 2006). And this study, we will review some literatures at first sector and get comprehensive insight of Chinese corporate culture, and discuss the relationship between corporate culture and innovation capability through interview with some corporations’ leaders in second sector. Through this work, we are trying to provide some successful experiences to Chinese corporations. / 文化反映在人类生活中的很多方面，诸如做事情方式，沟通的礼节，教育，历史事件，经济状况等等方面。在很大方面，一个国家的文化会影响到企业的经营方式。通过当前比较流行的霍夫特德的文化区分理论，我们了解到中国的文化特点体现为比较长的权利距离，集体主义倾向，更男性化，强调风险规避以及考虑长期目标。因此，中国的企业也长期处在中国文化的影响中，表现起来就是中国的企业更强调集体文化，以及把企业当作家的思想。企业中存在许多的规章制度以及等级观念，员工的晋升与个人的成就和服从相关联。通过这篇文章，我们在一系列文献整理的基础上，更好的了解中国文化和中国企业文化，并进而讨论文化与创新之间的联系。并且最后我们将举出一些取得成功的中国本土企业的例子，并探讨他们成功的经验。

The enterprises running under Family Corporation are common business model all around the world. According to statistics of America, only 30% of family corporate can last its business to 2nd generation, but no more than 15% of companies do survive the transition from the founder to third generation. This indicates family corporation is facing one big dilemma which is business succession planning. Family business succession planning composed two key issues, which are culture and spirit. During succession planning, successfully transition is long-term process rather than one turning point. With family businesses, restructuring organization can be happened and management of leadership can also be changed even injection of ERP. Think of family business succession are broken into five main issues; succession planning, training, coaching, supporting or on his own. Between different capabilities of two generations, each step may be an obstacle for next development of succession planning. Examine the strengths of all possible successors as objectively as possible and think about what is best for the business. Early succession planning also gives successor adequate learning time to learn how to make right decision at right timing. Revolution is rethinking the meaning of self-existing. Family Corporation B starts from setting up specific goal. The transition of the business model from founder to next generation is owner¡¦s philosophy to management system. Opening a dialogue among family members is the best way to begin the process of a successful succession plan. By reorganizing corporation, some staffs may have side effects on new leadership. The new leader has to persuade each one of staff to accept new behavior by using different strategies and methods. Without fully supports of all employees for change, revolution won¡¦t be successful. In terms of the case study, this case shows the planning and design of behavior model how to minimize staff¡¦s resistance under execution of revolution. This is the most important issue to determine whether revolution is successful or not. Furthermore, succession planning in advance is good. The study tells that the longer you get to spend on family business succession planning the smoother the transition process is likely to be. A good succession plan can ensure that you have a good management system and maintain corporate value to keep the business alive and cohesiveness among family members.

Thesis (M.A.) - Simon Fraser University, 2006. / Theses (Dept. of Sociology/Anthropology) / Simon Fraser University. Also issued in digital format and available on the World Wide Web.

Thesis (M.A.)--George Mason University, 2008. / Vita: p. 105. Thesis director: Denise Albanese. Submitted in partial fulfillment of the requirements for the degree of Master of Arts in English. Title from PDF t.p. (viewed Mar. 17, 2009). Includes bibliographical references (p. 94-104). Also issued in print.

Thèse. Droit. Grenoble. 1942.