art-up entrepreneurs and implant these characteristics into the cultures and activities of a large company. This can be a powerful remedy to large company staleness, lack of innovation and inertia that is common in mature organisations (Thornberry, N. 2003).
企业创业正迅速成为许多大公司的首选武器。企业创业是一种尝试，将成功创业者所展示的心态和技能融入大公司的文化和活动中。对于成熟组织中常见的大公司陈旧、缺乏创新和惰性，这可能是一种强有力的补救措施。
Entrepreneurial thinking is viewed as key drivers in the future success of the organisation. The identification, development, and capture of an entrepreneurial business opportunity should be included in all training interventions. Skills of entrepreneurs that have been identified as being within the scope of training are opportunity identification; shaping; and capturing. The kills that can be developed do not create an entrepreneur, they can only encourage skills that they already posses (Thornberry, N. 2003).
创业思维被视为组织未来成功的关键驱动力。创业商业机会的识别、开发和获取应纳入所有培训干预措施。被确定在培训范围内的企业家的技能是机会识别；整形；以及捕获。可以培养的技能并不能造就一个企业家，它们只能鼓励他们已经拥有的技能。
4.0 Conclusion 结论
The lattice structure of the organisation is at the core of the success, all values stem from this. This structure is almost unique in the business world, with few formal managers in place. Communication channels are open, although ad hoc.
组织的结构是成功的核心，所有价值观都源于此。这种结构在商界几乎是独一无二的，几乎没有正式的经理。沟通渠道是开放的，尽管是临时的。
It could be argued from a traditional aspect, without formal structures, that the organisation would be chaotic, but Gore’s success is testimony that it does work.
从传统的角度来看，如果没有正式的结构，这个组织可能会很混乱，但戈尔的成功证明了它确实有效。
Fundamental to the success is the HR policy, recruiting to perpetuate the culture, rewarding good performance, mentoring new employees and encouraging natural leaders.
成功的根本是人力资源政策、招聘以延续文化、奖励优秀表现、指导新员工和鼓励天生的领导者。
The entrepreneurial vision of the founders has been embedded in the organisation. This has allowed natural leaders to come forward, when their talent is required, and to withdraw when other skills are required.
The conflict of diversity is encouraged, with all employees valued for their opinion. This has maintained the learning culture of the organisation accepting and adapting to constant change.
These unique attributes has made them a successful organisation, this as a model should be followed by others, removing formal structure and the hierarchy of control.
5.0 Bibliography 参考文献
5.1 Books 书籍
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Pearson Education, Edinburgh
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Prentice Hall, Pearson Education, Edinburgh
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McGraw-Hill, Lomdon
Wilson, John P. Human Resource Development: Learning & Training for Individuals & Organisations(1999) Kogan Page London
5.2 Journals 期刊
Anfuso, D. (1999) Core values shape W.L. Gore’s innovative culture
Workforce.Costa Mesa: Mar 1999Vol.78,Iss.3;pg.48,4pgs
Bates, T. (1997). Unequal access: Financial institutions
Journal of Urban Affairs, June 1997
Bennett, J& O’Brien. M (1994) The 12 building blocks of the learning organization
Training, June 1994 v31
Betts, J & Holden, R (2003) Organisational learning in a public sector organisation: Journal of Workplace Learning.Bradford: 2003Vol.15,Iss.6;
Cunningham, I. (2002) Develo
