ASustainabilityViewtowardGrowthStrategiesforChineseFirms

可持續(xù)發(fā)展視角下的中國企業(yè)發(fā)展戰(zhàn)略

Dr.YadongLuo陸亞東教授SunYat-SenBusinessSchoolSeptember2920101AnOverarchingFramework

基本框架SustainableGrowth可持續(xù)發(fā)展FromEvolutiontoCo-Evolution從進化到協(xié)同進化FromCoreCompetencetoDynamicCapability從核心能力到動態(tài)能力FromCompetitiontoCo-opetition從競爭到競合FromRigiditytoAmbidexterity從剛性/單一性到雙向性FromImitationtoinnovation從模仿到創(chuàng)新DomesticMarket國內(nèi)市場GlobalMarket國際市場Macro-&MicroBusinessEnvironmentsSpurringSustainableGrowth鼓勵可持續(xù)發(fā)展的宏、微觀商業(yè)環(huán)境2Macro-LevelBusinessEnvironment

SupportingSustainableGrowth

鼓勵可持續(xù)發(fā)展的宏觀商業(yè)環(huán)境

經(jīng)濟健全性金融國際化科學(xué)、教育、創(chuàng)新政治環(huán)境文化環(huán)境法律環(huán)境社會環(huán)境國家的競爭力生產(chǎn)力經(jīng)濟增長與穩(wěn)定性3Micro-LevelBusinessEnvironmentSupportingSustainableGrowth

鼓勵可持續(xù)發(fā)展的微觀經(jīng)濟環(huán)境

生產(chǎn)要素競爭與商業(yè)政策上下游產(chǎn)業(yè)產(chǎn)品需求國家的競爭力生產(chǎn)力微觀商業(yè)環(huán)境4SustainableGrowthforChineseFirms

中國企業(yè)的可持續(xù)發(fā)展I:FromEvolutiontoCo-Evolution1、從進化到協(xié)同進化5FromEvolutiontoCo-Evolution

從進化到協(xié)同進化Sustainablegrowthinatransitioningmarketrequiresthefirmsnottopassivelyreacttoexternalenvironmentsbutrathertoco-evolve:Chinesefirmsneedtosimultaneouslyrespond/adapttotheenvironmentandinfluence/manipulatetheenvironmentatthesametime企業(yè)若要在一個轉(zhuǎn)型中的市場維持可持續(xù)發(fā)展，則不能被動應(yīng)對外部環(huán)境，而應(yīng)該與其共同進化。因此，中國企業(yè)需要同時既對環(huán)境做出響應(yīng)/適應(yīng)環(huán)境，又去影響環(huán)境。Co-evolutionisthejointandinteractiveoutcomeofmanagerialintentionality,organizationalefforts,andenvironmentalchange.Co-evolutionassumesthatorganizationalandenvironmentalchangesoccurinasimultaneousandinteractivemanner協(xié)同進化是管理意向、組織努力、和環(huán)境變化聯(lián)合交互作用下的產(chǎn)出。協(xié)同進化假設(shè)組織和環(huán)境的變化是以同步和交互的方式產(chǎn)生。67FromEvolutiontoCo-Evolution

從進化到協(xié)同進化Thus,strategyisnotmerelyapassiveresponseto,butratheraproactiveintentiontochange,taskandinstitutionalenvironmentsfacingthefirm因此，戰(zhàn)略不僅是被動的響應(yīng)，也是對于企業(yè)將面對的變化、任務(wù)和機構(gòu)環(huán)境的前瞻。Strategicandenvironmentalchangesarebi-directional,interactional,andmutuallyreinforcing戰(zhàn)略和環(huán)境的變化是雙向的，是相互作用和相互加強的。Organizationsandtheirparts,bothinternal(subunits)andexternal(e.g.,suppliersorcompetitors)co-evolvewitheachotherandwithachangingenvironment組織和他們的組成部分，包括內(nèi)部的（子單位）和外部的（供應(yīng)商或競爭者）在變化的環(huán)境中協(xié)同進化。7SustainableGrowthforChineseFirms

中國企業(yè)的可持續(xù)發(fā)展II:FromCoreCompetencetoDynamicCapability2、從核心能力到動態(tài)能力8FromBuildingCoreCompetencetoBuildingDynamicCapabilities

從構(gòu)建核心能力到構(gòu)建動態(tài)能力Capabilitypossession(i.e.,havingdistinctiveresources),capabilitydeployment(i.e.,allocatingdistinctiveresources),andcapabilityupgrading(i.e.,dynamiclearningandbuildingnewcapability)arethreecriticalcomponentsofdynamiccapability.動態(tài)能力的三大重要組成部分：能力的具備（例如：擁有特殊資源），能力的配置（例如：分配特殊資源），能力的升級（例如：動態(tài)學(xué)習(xí)、動態(tài)構(gòu)建新能力）Dynamiccapabilityrequiresthecapacitytoextracteconomicbenefitsfromcurrentresourcesandtodevelopnewcapabilities.Possessingdistinctiveresourcesaloneisnotsufficienttoensuresuccess.動態(tài)能力要求企業(yè)具備從現(xiàn)有資源中獲取經(jīng)濟利益的能力并能夠發(fā)掘新能力。若僅僅擁有特殊資源并不足以保證可持續(xù)發(fā)展。Thecompetitiveadvantagesoffirmsintoday’seconomystemnotmerelyfromdistinctiveresourcesbutalsofromthemannerinwhichtheyaredeployed.在當(dāng)今的經(jīng)濟環(huán)境下，企業(yè)的競爭優(yōu)勢并不僅僅源于特殊資源，而且源于其分配資源的方式。Resourceswillgeneratestrongercompetitiveadvantageswhentheyareappliedthroughanappropriateconfigurationwithexternalandinternaldynamicsinacompetitiveenvironment若資源能夠得到內(nèi)外部動態(tài)地合理的運用，資源可以使企業(yè)具備更強的競爭優(yōu)勢。9FromBuildingCoreCompetencetoBuildingDynamicCapabilities

從構(gòu)建核心能力到構(gòu)建動態(tài)能力Sustainablefirmgrowthcannotbeachievedunlessthefirmiscommittedtobuildingnewcapabilitiesorcreatingnewbundlesofdistinctiveresources.Organizationallearningisakeybuildingblockfornewcapabilitybuilding.若企業(yè)不能夠構(gòu)建新能力或創(chuàng)造新的特殊資源，企業(yè)就不能夠維持可持續(xù)發(fā)展。而組織學(xué)習(xí)就是構(gòu)建新能夠板塊的重要環(huán)節(jié)。Dynamiccapabilitiesrequireastrongbaseofestablishedcapabilitiesorresources(capabilitypossession)aswellastheabilitytoefficientlydeploytheseresources(capabilitydeployment)andtocontinuouslycreatebundlesofnewresourcesandknowledge(capabilityupgrading).動態(tài)能力必須構(gòu)建在現(xiàn)有能力或資源（能力的具備）、有效分配這些資源的能力（能力的配置）、以及不斷創(chuàng)造新資源和新知識（能力升級）的基礎(chǔ)之上。Learningcapability”isthecapacitytogenerateandgeneralizeideasandtoacquirenewknowledge.Dynamiclearningcapabilitiesaregenerallymoretransferablethanfirmresourcesthemselves.Firmsneedtocontinuouslybuildandupgradetheircapabilitiesandinstitutionalizeinnovation,learning,andinformationtransfer.學(xué)習(xí)能力是指形成觀點、概括觀點并獲取新知識的能力。動態(tài)學(xué)習(xí)動力通常來說較企業(yè)資源本身更具備可傳遞性。企業(yè)必須不斷構(gòu)建并升級其能力并使創(chuàng)新、學(xué)習(xí)、信息傳播制度化。10FromBuildingCoreCompetencetoBuildingDynamicCapabilities

從構(gòu)建核心能力到構(gòu)建動態(tài)能力升級配置具備知識的獲取知識的分享知識的運用配置組織動能能力跨境轉(zhuǎn)移組合國際動能11SustainableGrowthforChineseFirms

中國企業(yè)的可持續(xù)發(fā)展III:FromCompetitiontoCo-opetition3、從競爭到合作競爭12FromCompetitiontoCo-opetition

從競爭到合作競爭Co-opetitionisthesimultaneouscompetitionandcooperationbetweentwoormorerivalscompetinginglobalmarkets.Itcapturesthedualityofcooperationandcompetitionbetweenagivenpairoramongagroupofrivals合作競爭是指在市場上兩個以上的競爭者在競爭的同時亦會合作，描述了特點兩個或一級競爭者合作與競爭的二元性。Competitionmayoccuratmulti-pointsandviamulti-units,whilecooperationrepresentsajointeffortformutualgains競爭可能在多點或通過多單位發(fā)展，而合作競爭代表了兩方為共贏而共同努力。Underco-opetition,therelationshipbetweenrivalsisasimultaneous,inclusiveinterdependence合作競爭時，競爭者之間的關(guān)系是同時的且互相依賴的。13FromCompetitiontoCo-opetition

從競爭到合作競爭Co-opetitionmayoccuratcorporate-,division-,orsubsidiary-levels,dependingonafirm’sstrategicintentandorganizationalneeds合作競爭可能發(fā)展在公司、分公司或子公司級別，這取決于企業(yè)的戰(zhàn)略目標(biāo)和組織需求。Theinterdependenceentailscompetitiveandcollaborativeactivitiesundertakeninthepursuitofglobalreach,expansion,andprofit相互依賴性決定了企業(yè)在追求影響力、擴張、和利潤時的競爭與合作行為。Co-opetitionisalooselycoupledrelationshipinwhichplayersmaintaincertaininterdependencewithoutlosingorganizationalseparateness合作競爭關(guān)系是雙方維具備一定的相互依賴性而同時又不失組織獨立性的一種關(guān)系。14FromCompetitiontoCo-opetition

從競爭到合作競爭Growinginterdependencebetweenmultinationalshastriggeredco-opetition.Competitivepressureandcollaborativedesiresaresimultaneouslyinplay,provokingasituationinwhichtwoglobalrivalsexhibitsyncreticrent-seekingbehavior國家與國家之間的依賴性越來越強，從而引發(fā)了合作競爭。競爭的壓力與合作的需求同時存在，使國際競爭的雙方出現(xiàn)了一種較為融洽的尋租行為。Collaborationbetweenrivalsisanimportantmeansbywhichtobettercompeteglobally.Cooperativearrangementswithcompetitorsenableparticipatingfirmstoshareknowledge.Italsoreducesthecosts,risks,anduncertaintiesassociatedwithinnovationandnewproductdevelopment競爭者之間相互合作其實是一種更好的國際競爭手段。競爭者之間的協(xié)作競爭使參與的企業(yè)能夠相互分享知識，同時能夠在創(chuàng)新和開發(fā)新產(chǎn)品的過程當(dāng)中降低成本，減少風(fēng)險，并削弱不確定性。Co-opetitionarisestomeettheneedtosolidifyglobalplayers’collectivepowerindealingwithoutsidestakeholdersandinstrengtheningmarketpositionformemberswithinacoopetitiongroup合作競爭之所以產(chǎn)生，是為了滿足跨國公司加強應(yīng)對境外投資者的能力，同時鞏固一個合作競爭團體內(nèi)部成員市場地位的需求。15FromCompetitiontoCo-opetition

從競爭到合作競爭Competitionisbolsteredbytheneedforstrategicflexibility,whichismadepossibleduetothewidervarietyofstrategicoptionsthanthoseavailablethroughpurecompetitionorcooperationinisolation對戰(zhàn)略靈活性的需求鼓勵企業(yè)參與到合作競爭當(dāng)中，因為相對單純的競爭或合作，合作競爭能夠帶來更豐富的戰(zhàn)略性選擇。Coopetitionisthenatureresultofbattlesovertechnicalstandards(e.g.,Betavs.VHS;GSMvs.CDMA)合作競爭是在企業(yè)為爭搶技術(shù)標(biāo)準(zhǔn)而產(chǎn)生的自然結(jié)果（例如：Betavs.VHS;GSMvs.CDMA）Coopetitionalsoresultsfromthebattlesforconstellationsbetweengroups(e.g.,inreducedinstruction-setcomputing,orRISCfieldinthe1990s,SiliconGraphicsteamedwithNEC,SonyandSiemens,whileHPconstellatedwithHitachi,Samsung,andSunMicrosystemsnetworkedwithToshiba,AT&T,Matsushita,PhilipsandFujitsu)集團之間的零星戰(zhàn)爭也會導(dǎo)致合作競爭（例如：二十世紀(jì)九十年代，在精減指令集計算機領(lǐng)域，硅谷圖形與NEC，索尼、西門子組隊，惠普與日立、三星結(jié)盟，太陽計算機與東芝、AT&T、松下、飛利浦、富士通聯(lián)合）Withineachgroup,theleadingcompanydesignedthetechnology,licensedthesemiconductorcompaniestoproducechips,andsuppliedsystemsonanOEMbasisontheresellers.Memberswithinthegroupcompletealongdownstreamactivities每個集團內(nèi)，領(lǐng)頭的企業(yè)負責(zé)技術(shù)開發(fā)、授權(quán)半導(dǎo)體公司生產(chǎn)芯片，并向轉(zhuǎn)售方提供貼牌生產(chǎn)所需的系統(tǒng)。團隊內(nèi)部的其他成員將完成生產(chǎn)鏈的下游部分。16FromCompetitiontoCo-opetition

從競爭到合作競爭Coopetitiongoesbeyondtheoldrulesofcompetitionandcooperationtocombinetheadvantages合作競爭結(jié)合了競爭與合作的優(yōu)點，從而更為優(yōu)越。Itsriseisattributabletoincreasinginterdependencebetweenglobalplayersandtheheightenedneedforcollectiveaction,risksharing,andstrategicflexibility合作競爭的產(chǎn)生可以歸因于兩跨國公司之間變得越來越相互依賴，且越來越需要集體行動和分擔(dān)風(fēng)險，且戰(zhàn)略方面也更需要具備靈活性。Eachplayerhasauniquepositioninthegameofcoopetition,requiringpeculiartacticstorespondtoforcesofcooperationandcompetition各個參與者在合作競爭中都承擔(dān)著一個特殊的角色，這需要有特定的戰(zhàn)術(shù)足以應(yīng)對合作以及競爭的不同要求。Noteveryplayershouldestablishandmaintaincoopetitionatthesamelevelorinthesameway并不是所有的參與者都需要建立并維持著同一水平或同一方式的合作競爭狀態(tài)。17FromCompetitiontoCo-opetition

從競爭到合作競爭Toplaythecoopetitiongameeffectively,afirm’sexperience,culture,strategicorientation,andnetworkpositionmatters企業(yè)的經(jīng)營經(jīng)驗、企業(yè)文化、戰(zhàn)略導(dǎo)向、合作地位等將會影響合作競爭的有效性。Inordertopracticecoopetitioneffectively,firmsmustenhanceorganizationallearningandglobalexperienceassociatedwithcoopetition為了使合作競爭更具有效性，企業(yè)必須加強組織學(xué)習(xí)和合作競爭的國際經(jīng)驗。Reapingbenefitsfromcoopetitionnecessitatestheimportantsavvythatsupportsaviable,profitableandhealthyrelationshipwithcoopetitingparties若要從合作競爭中獲益，則必須明白與合作競爭伙伴之間維持持續(xù)健康的互利關(guān)系的重要性。Globalcoopetitioniscomplex,requiringcarefuldesignsandregularinputsfromfunctionaldirectors,subunitexecutivesandcountrymanagers國際間合作競爭非常復(fù)雜，要求由功能董事、子公司主管、以及區(qū)域經(jīng)理細致地規(guī)劃、定期地投入。18FromCompetitiontoCo-opetition

從競爭到合作競爭Executivesmustidentifytheappropriateareas(products,markets,orfunctions)inwhichglobalplayersshouldcompeteandthoseinwhichtheyshouldcooperate主管必須區(qū)分在何領(lǐng)域（產(chǎn)品、市場或職能？）應(yīng)該競爭，在何領(lǐng)域應(yīng)該合作。Strategicbalancetoavoideitheroverlydependingoncooperationoroverlyfocusingoncompetitionisimportant在戰(zhàn)略上平衡對合作的過分依賴和對競爭的過度重視，這一點非常重要。Forward-lookingplayersinglobalcompetition,irrespectiveoftype,identity,ororigin,willsharpentheirvision,prepareviablestrategies,andtakemeasurestowardcombiningcompetitiveandcooperativeforcestocreatesynergiesthatwillleadtocollectivepayoffs在國際競爭中具備前瞻性的企業(yè)，無論何種類型、何種身份、何種組織，都會拓寬其視野，做好可行的戰(zhàn)略準(zhǔn)備，并設(shè)法將競爭及合作的對手結(jié)合起來，從而創(chuàng)造能夠回報集體的協(xié)同效應(yīng)。Chinesefirms,whetherdomestic-orforeign-marketfocused,arenotanexception.Theyfacethesameneed,ifnotstronger,forestablishinganddevelopingcollaborativecompetitiveadvantages中國企業(yè)無論是以國內(nèi)市場還是以國外市場為發(fā)展重點均不例外。他們對合作競爭所產(chǎn)生的優(yōu)勢有著同樣的甚至更強的需求。19SustainableGrowthforChineseFirms

中國企業(yè)的可持續(xù)發(fā)展IV:FromRigidity/MonolithtoAmbidexterity4、從剛性/單一性到雙向性20DefiningOrganizationalAmbidexterity

組織“雙向性”的定義Successfulorganizationsinadynamicenvironment,likeChina,areincreasinglyambidextrousinmultiplefashions處在像中國這樣動態(tài)環(huán)境中的成功企業(yè)，正以不同的方式變得更加“雙向”化。GiventhecomplexityofChinesebusinessenvironments,itbecomesmoreimportanttosimultaneouslybalancingseeminglycontradictoryforcesandneeds-shiftingfromtrade-off(either/or)toparadoxical(both/and)thinking考慮到中國商業(yè)環(huán)境的復(fù)雜性，同時平衡看似矛盾的因素和需求正變得越來越重要——即從“二者選一”向看似不可能的“二者兼顧”轉(zhuǎn)換。21Ambidexterityrefersbroadlytoanorganization’sabilitytopursuetwodisparatethingsatthesametime,suchas“雙向性”廣義上指企業(yè)在同一時間追逐兩個相異目標(biāo)的能力，例如：Efficiencyvs.flexibility效率vs.彈性Lowcostvs.customerresponsiveness低成本vs.顧客響應(yīng)Globalintegrationvs.localresponsiveness全球一體化vs.本地適應(yīng)性Exploitationvs.exploration利用vs.探索Stabilityvs.adaptability穩(wěn)定性vs.適應(yīng)性Short-termprofitvs.long-termgrowth短期利潤vs.長期增長

Organizationsfacebothtrade-off(either/or)andambidextrous(both/and)decisions.Ambidexteritydiffersfromtrade-off;itemphasizesthesimultaneousfulfillmentoftwodisparate(andsometimescompeting)endsatthesametime組織都必須面對“二者選一”和“雙向獲益”的決策。“雙向性”強調(diào)的是在同一時間同時達成兩個相異的（有時甚至是互為競爭的）目標(biāo)。22DefiningOrganizationalAmbidexterity

組織“雙向性”的定義22SuperiorperformanceinChinatodayisachievednotonlythroughcharismaticleadership,strongculture,orinnovativeproductsbutalsobybuildingacarefullydesignedsetofsystemsandprocessesthatcollectivelydefineacontextthatfostersambidextrousevolutionandgrowth中國今天的輝煌成就不僅僅是通過卓越的領(lǐng)導(dǎo)力、強大的文化或創(chuàng)新的產(chǎn)品而取得的，而且也是由于構(gòu)建了一套精心設(shè)計的系統(tǒng)和流程、共同界定了讓這種“雙向性”

演化和發(fā)展的背景環(huán)境。Organizationalambidexterityrequiresaneffectivereconciliationtosimultaneouslybenefitandgainfromdistinctiveforcesorstrategies組織的“雙向性”需要進行有效的調(diào)和，以便能從不同的因素或戰(zhàn)略中獲取利益。Ambidexterityisanewtheoreticalperspectiveexploringanewwayoflookingatfirmgrowth.Itleveragesandcombinestheadvantagesoftwodesperateforcesorstrategies.Ifmanagingproperly,therearesynergisticorcomplementarygainsfromthesimultaneouspursuit“雙向性”開拓了關(guān)于企業(yè)增長方式的一種新理論觀點。它利用和聯(lián)合了兩種相異的因素或戰(zhàn)略。如果正確地進行管理，就可能會從雙方獲取到協(xié)同收益或互補收益。DefiningOrganizationalAmbidexterity

組織“雙向性”的定義23ImportanceofOrganizationalAmbidexterity

組織“雙向性”的定義Ambidexteritycreatesfollowinggainsandbenefitsforthefirm“雙向性”為企業(yè)創(chuàng)造了下列收益：Itoffersmoregrowth-opportunitieswhileallowingthefirmtomaintainstability為企業(yè)提供更多的增長機會，同時也保持了企業(yè)的穩(wěn)定性Itprovidesmorestrategicoptionswhileallowingthefirmtogainfromexperience為企業(yè)提供更多的戰(zhàn)略選擇，同時也使企業(yè)可以從經(jīng)驗中獲益Itimprovesthetaskandinstitutionalenvironmentswherebusinessstakeholdersaremorecooperative

改進任務(wù)和機構(gòu)環(huán)境，使環(huán)境中的企業(yè)業(yè)務(wù)相關(guān)者更加合作Itenhancesthesustainabilityanddurabilityoffirmgrowthandevolution

增強了企業(yè)成長演變的可持續(xù)性和耐久力2424KeyElementsofOrganizationalAmbidexterity

組織“雙向性”的要素

Organizationalambidexterityismultilevelandmultidimensional,withtwodistinct,evencompeting,forceseachconstitutingaseparatebutinterrelated,nonsubstitutableelement組織的“雙向性”是多層次和多維化的概念，包括兩個截然不同，甚至相互競爭的因素，分離又相關(guān)，不可替代的因素所構(gòu)成。OrganizationalAmbidexterity組織雙向性Co-competence協(xié)同競爭力Co-adaptation協(xié)同適應(yīng)Transactionalvs.RelationalCompetence交換的競爭力vs.關(guān)系的競爭力Exploitationvs.Exploration開發(fā)vs.探索Stabilityvs.Growth穩(wěn)定性vs.成長性Efficiencyvs.Evolution效率vs.發(fā)展25

Co-competence協(xié)同競爭力Co-competenceisthecapabilitydimensionofambidexterity,encompassing(i)transactionalcompetence(e.g.,fourbuildingblocksofcompetitiveadvantage)and(ii)relationalcompetence(guanxiwithbusinesscommunitymembers).Theforcesbelowpropeltheneedforco-competenceviacompetitivepressureandinstitutionalpressure(relationshipandlegitimacy)協(xié)同競爭力是“雙向性”的能力維度，包括（1）交換的競爭力（如競爭優(yōu)勢的四塊積木）；（2）關(guān)系的競爭力（和商業(yè)社區(qū)成員的關(guān)系）。以下因素催生了通過競爭壓力和制度壓力（關(guān)系和合法性）來獲得協(xié)同競爭力的需求。PlannedEconomyResidualsGovernmentinterferenceRegulatoryvariabilityMarketEconomyDemandsMarket/competitionforcesRuleoflawawarenessSocioculturalResidualsGuanxiMianziCo-competenceTransactionalCompetenceRelationalCompetence計劃經(jīng)濟剩余政府干涉制度可變性市場經(jīng)濟需求市場/競爭力量法制意識社會文化剩余關(guān)系面子協(xié)同競爭力交換的競爭力關(guān)系的競爭力2627Co-adaptation協(xié)同適應(yīng)

Short-TermAdaptation(ProfitabilitySeeking&Survive)Long-TermAdaptation(OpportunitySeeking&Thrive)Efficiencyvs.Evolution效率vs.發(fā)展Explorationvs.Exploitation開發(fā)vs.探索Stabilityvs.Growth穩(wěn)定性vs.成長性ShiftingCompetitiveParametersShiftingRegulatory,PoliticalandEconomicEnvironmentsShiftingSocio-culturalandDemographicEnvironments尋求利潤和生存尋求機會和發(fā)展變化的競爭要素變化的制度、政治和經(jīng)濟環(huán)境變化的社會文化和人口統(tǒng)計環(huán)境2728

Ambidexterityastheorganizationalcapability

雙向性是組織能力Ambidexterityisaninterplayofsystemorprocesscapacitiesthatpermeatetheentirefirm.Processesrefertotheuniquewaysinwhichthingsaredoneinthefirm,orwhatmightbereferredtoasitsroutinesorpattersofcurrentpracticesandlearning.雙向性是一個相互作用的系統(tǒng)或流程的能力，滲透于整個公司。流程指的是在企業(yè)中做事的獨特方式，或者是現(xiàn)行企業(yè)實踐和學(xué)習(xí)的程序及模式。在內(nèi)部，企業(yè)需要建立自己的規(guī)章、文化和基礎(chǔ)架構(gòu)，雇員、團隊和單位在其中發(fā)展新的創(chuàng)意，提升公司的能力。Ambidexterityisaboutcombinativecapabilityaswell.Thiscapabilityisafirm’sabilitytointegrateandsynthesizeinternalresourcesandexternallearningandapplybothtothecompetitiveenvironment“雙向性”也是一個組合的能力。它是企業(yè)整合內(nèi)部資源和外部學(xué)習(xí)，并將二者應(yīng)用到競爭環(huán)境中的能力。具有“雙向性”的組織在領(lǐng)導(dǎo)視野、行業(yè)經(jīng)驗、公司文化和戰(zhàn)略彈性方面表現(xiàn)卓越，以迎合達成“雙向性”目標(biāo)的需要。Forambidextrousorganizations,firmgrowthdependsontheirdistinctivecapabilitiesthatseizeandprofitfromfutureopportunitiesandontheirdistinctivecapabilitiesthatovercomestructuralandorganizationalinertia對于“雙向性”的組織來說，企業(yè)的成長取決于他們抓住未來機會并從中獲利的特有能力，以及克服結(jié)構(gòu)和組織慣性的特有能力。29SustainableGrowthforChineseFirms

中國企業(yè)的可持續(xù)發(fā)展V:FromImitationtoInnovation5、從模仿到創(chuàng)新30EvolutionPathfromImitationtoInnovation

從模仿到創(chuàng)新的演進路徑DuplicatingWildcatMockingKittenEmulatingHousecatAdaptiveJunglecatWorld-stageInnovatorNovelSpecialist創(chuàng)新專家1stGeneration 2ndGeneration 3rdGeneration第一代

第二代

第三代

Pure Creative Novel Imitation Imitation Innovation

純粹地復(fù)制

有創(chuàng)造的模仿

創(chuàng)新性地改革

IMITATIVENESS（模仿性）MARKETSHARE（市場份額）Small（?。﹍arge（大）

31新興國家企業(yè)的模仿式創(chuàng)新發(fā)展路徑規(guī)模大小競爭優(yōu)勢弱強復(fù)制吸收復(fù)制吸收改進復(fù)制吸收改進改進創(chuàng)新完全復(fù)制階段模仿復(fù)制階段模仿創(chuàng)新階段自主創(chuàng)新階段企業(yè)家能力成本創(chuàng)新能力吸收能力網(wǎng)絡(luò)能力32創(chuàng)新發(fā)展路徑

reverseinnovation(GE)cooperationzoneevolutionaryinnovation

radicalinnovationDisruptiveinnovationBlueocean;RadicalinnovationGrayocean;EvolutionaryinnovationRedocean33AbsorptiveCapability吸收能力Copycat’sCompetitiveAdvantages

CostAdvantageChannelAdvantageSpeedAdvantageCombinativeCapability組合能力Hardship-SurvivingCapability生存能力IntelligenceCapability商情征析能力NetworkingCapability業(yè)務(wù)網(wǎng)絡(luò)能力FromImitationtoInnovation:ACHINAFramework

從模仿的創(chuàng)新：C.H.I.N.A基本框架模仿者的競爭優(yōu)勢：成本優(yōu)勢渠道優(yōu)勢速度優(yōu)勢34FromImitationtoInnovation:ACHINAFramework

從模仿的創(chuàng)新：C.H.I.N.A.框架CombinativeCapability–abilitytocombineoutsidetechnologies,keycomponentsandspecializedservicesfromopenmarketswiththefirm’sownresources,design,andproductiontoofferbetterperformancefeaturesorlowercosts組合能力——通過企業(yè)自有的資源、設(shè)計方案、生產(chǎn)力，在公開市場上以更高的效率或更低的成本將外部技術(shù)、重要部件和特定服務(wù)組合起來的能力。Hardship-survivingcapability–abilitytooperateandsurviveinaninstitutionallyaustereenvironmentandtodealwithdemandingbusinessstakeholders生存能力——在苛刻的制度環(huán)境下能夠經(jīng)營并存活下來，且足以應(yīng)付企業(yè)股東的需求的能力。Intelligencecapability–abilitytoidentify,collect,analyzeandinterpretbusinessinformationpertainingtotechnology,market,competition,standard,andregulation商情征析能力——識別、收集、分析、解讀關(guān)于技術(shù)、市場、