【文章內容簡介】 nt that encourages diversity, experimentation, risktaking, and bining skills from many fields into products that he calls rebinant mashups (打碎重組), like the iPhone, which redefined the smartphone category. The culture of other countries doesn39。t support the kind of innovation that Steve Jobs exemplifies, as America does, Mr. John Kao says.F. Workers of every rank are told these days that wideranging curiosity and continuous learning are vital to tturiving in the modern economy. Formal education matters, career counselors say, but real life experience is often even more valuable.G. An adopted child, growing up in Silicon Valley, Mr. Jobs displayed those traits early on. He wasfascinated by electronics as a child, building Heathkit doityourself projects, like radios. Mr. Jobs dropped out of Reed College after only a semester and traveled around India in search of spiritual enlightenment, before returning to Silicon Valley to found Apple with his friend, Stephen Wozniak, an engineering wizard (奇才). Mr. Jobs was forced out of Apple in 1985, went off and founded two other panies, Next and Pixar, before returning to Apple in 1996 and being chiefexecutive in 1997.H. His path was unique, but innovation experts say the pattern of exploration is not unusual. It39。s often people like Steve Jobs who can draw from a deep reservoir of diverse experiences that often generate breakthrough ideas and insights, says Hal Gregersen, a professor at the European Institute of Business Administration.I. Mr. Gregersen is a coauthor of a new book, The Innovator39。s DNA, which is based on an eightyear study of 5,000 entrepreneurs (創(chuàng)業(yè)者. and executives worldwide. His two collaborators and co authors are Jeff Dyer, a professor at Brigham Young University, and Clayton Christensen, a professor at the Harvard Business School, whose 1997 book The Innovator39。s Dilemma popularized the concept of disruptive ( 顛覆性的. innovation. J. The academics identify five traits that are mon to the disruptive innovators: questioning, experimenting, observing, associating and networking. Their bundle of characteristics echoes the ceaseless curiosity and willingness to take risks noted by other experts. Networking, Mr. Hal Gregersen explains, is less about careerbuilding relationships than a consistent search for new ideas. Associating, he adds, is the ability to make ideaproducing connections by linking concepts from different disciplines.K. Innovators engage in these mental activities regularly, Mr. Gregersen says. It39。s a habit for them. Innovative panies, according to the authors, typically enjoy higher valuations in thestock market, which they call an innovation premium (溢價). It is calculated by estimating the share of a pany39。s value that cannot be accounted for by its current products and cash flow. The innovation premium tries to quantify ( 量化. investors39。 bets that a pany will do even better in the future because of innovation.L. Apple, by their calculations, had a 37 percent innovation premium during Mr. Jobs39。 first term withthe pany. His years in exile resulted in a 31 percent innovation discount. After his return, Applee39。s fortunes inmroved gradv at first, and imp)roved markedly starting in 2005, yielding a 52percent innovation premium since then.M. There is no conclusive proof, but Mr. Hal Gregersen says it is unlikely that Mr. Jobs could havereshaped industries beyond puting, as he has done in his second term at Apple, without theexperience outside the pany, especially at Pixarthe puteranimation (動畫制作. studiothat created a string of critically and mercially successful movies, such as Toy Story andN. Mr. Jobs suggested much the same thing during a mencement address to the graduating class atStanford University in 2005. It turned out that getting fired from Apple was the best thing thatcould have ever happened to me, he told the students. Mr. Jobs also spoke of perseverance ( 堅持. and will power. Sometimes life hits you in the head with a brick, he said. Don39。t losefaith. O. Mr. Jobs ended his mencement talk with a call to innovation, both in one39。s choice of work andin one39。s curious, experiment, take risks, he said to the advice wasemphasized by the words on the back of the final edition of The Whole Earth Catalog, which hequoted: Stay hungry. Stay foolish. And, Mr. Jobs said, I have always wished that formyself. And now, as you graduate to begin anew, I wish that for you. 46. Steve Jobs called on Stanford graduates to innovate in his mencement address.47. Steve Jobs considered himself lucky to have been fired once by Apple.48. Steve Jobs once used puters to make movies that were mercial hits.49. Many governments have done more than the US government in providing the raw materials for innovation.50. Great innovators are good at connecting concepts from various academic fields.51. Innovation is vital to driving economic progress.52. America has a social environment that is particularly favorable to innovation.53. Innovative ideas often e from diverse experiences.54. Reallife experience is often more important than formal education for career success.55. Apple39。s fortunes suffered from an innovation discount during Jobs39。 absence.Section CDirections: There are 2 passages in this section. Each passage is followed by some questions orunfinished statements. For each of them there are four choices marked A, B, C. and D ). You should decide on the best choice and mark the corresponding letter on AnswerSheet 2 with a single line through the OneQuestions 56 to 60 are based on the following passage. Junk food is everywhere. We39。re eating way too much of it. Most of us know what we39。re doing andyet we do it here39。s a suggestion offered by two researchers at the Rand Corporation: Why not take a lessonfrom alcohol control policies and apply them to where food is sold and how it39。s displayed?Many policy measures to control obesity (肥胖癥. assume that people consciously and rationallychoose w