【文章內(nèi)容簡(jiǎn)介】 ational learning and global experience associated with coopetition 為了使合作競(jìng)爭(zhēng)更具有效性，企業(yè)必須加強(qiáng)組織學(xué)習(xí)和合作競(jìng)爭(zhēng)的國(guó)際經(jīng)驗(yàn)。 Reaping benefits from coopetition necessitates the important savvy that supports a viable, profitable and healthy relationship with coopetiting parties 若要從合作競(jìng)爭(zhēng)中獲益，則必須明白與合作競(jìng)爭(zhēng)伙伴之間維持持續(xù)健康的互利關(guān)系的重要性。 Global coopetition is plex, requiring careful designs and regular inputs from functional directors, subunit executives and country managers ? 國(guó)際間合作競(jìng)爭(zhēng)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(xì)致地規(guī)劃、定期地投入。 19 From Competition to Coopetition 從競(jìng)爭(zhēng)到合作競(jìng)爭(zhēng) Executives must identify the appropriate areas (products, markets, or functions) in which global players should pete and those in which they should cooperate 主管必須區(qū)分在何領(lǐng)域（產(chǎn)品、市場(chǎng)或職能？）應(yīng)該競(jìng)爭(zhēng)，在何領(lǐng)域應(yīng)該合作。 Strategic balance to avoid either overly depending on cooperation or overly focusing on petition is important 在戰(zhàn)略上平衡對(duì)合作的過(guò)分依賴(lài)和對(duì)競(jìng)爭(zhēng)的過(guò)度重視，這一點(diǎn)非常重要。 Forwardlooking players in global petition, irrespective of type, identity, or origin, will sharpen their vision, prepare viable strategies, and take measures toward bining petitive and cooperative forces to create synergies that will lead to collective payoffs 在國(guó)際競(jìng)爭(zhēng)中具備前瞻性的企業(yè)，無(wú)論何種類(lèi)型、何種身份、何種組織，都會(huì)拓寬其視野，做好可行的戰(zhàn)略準(zhǔn)備，并設(shè)法將競(jìng)爭(zhēng)及合作的對(duì)手結(jié)合起來(lái)，從而創(chuàng)造能夠回報(bào)集體的協(xié)同效應(yīng)。 Chinese firms, whether domestic or foreignmarket focused, are not an exception. They face the same need, if not stronger, for establishing and developing collaborative petitive advantages 中國(guó)企業(yè)無(wú)論是以國(guó)內(nèi)市場(chǎng)還是以國(guó)外市場(chǎng)為發(fā)展重點(diǎn)均不例外。他們對(duì)合作競(jìng)爭(zhēng)所產(chǎn)生的優(yōu)勢(shì)有著同樣的甚至更強(qiáng)的需求。 Sustainable Growth for Chinese Firms 中國(guó)企業(yè)的可持續(xù)發(fā)展 IV: From Rigidity/Monolith to Ambidexterity 從剛性 /單一性到雙向性 20 Defining Organizational Ambidexterity 組織“雙向性 ”的定義 ? Successful anizations in a dynamic environment, like China, are increasingly ambidextrous in multiple fashions ? 處在像中國(guó)這樣動(dòng)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 。 ? Given the plexity of Chinese business environments, it bees more important to simultaneously balancing seemingly contradictory forces and needs shifting from tradeoff (either/or) to paradoxical (both/and) thinking ? 考慮到中國(guó)商業(yè)環(huán)境的復(fù)雜性，同時(shí)平衡看似矛盾的因素和需求正變得越來(lái)越重要 —— 即從“二者選一”向看似不可能的“二者兼顧”轉(zhuǎn)換 。 21 ? Ambidexterity refers broadly to an anization’s ability to pursue two disparate things at the same time, such as ? “ 雙向性 ” 廣義上指企業(yè)在同一時(shí)間追逐兩個(gè)相異目標(biāo)的能力，例如 ： ? Efficiency vs. flexibility 效率 vs. 彈性 ? Low cost vs. customer responsiveness 低成本 vs. 顧客響應(yīng) ? Global integration vs. local responsiveness 全球一體化 vs. 本地適應(yīng)性 ? Exploitation vs. exploration 利用 vs. 探索 ? Stability vs. adaptability 穩(wěn)定性 vs. 適應(yīng)性 ? Shortterm profit vs. longterm growth 短期利潤(rùn) vs. 長(zhǎng)期增長(zhǎng) ? Organizations face both tradeoff (either/or) and ambidextrous (both/and) decisions. Ambidexterity differs from tradeoff。 it emphasizes the simultaneous fulfillment of two disparate (and sometimes peting) ends at the same time ? 組織都必須面對(duì) “ 二者選一 ” 和 “ 雙向獲益 ” 的決策。 “ 雙向性 ” 強(qiáng)調(diào)的是在同一時(shí)間同時(shí)達(dá)成兩個(gè)相異的（有時(shí)甚至是互為競(jìng)爭(zhēng)的）目標(biāo)。 22 Defining Organizational Ambidexterity 組織“雙向性”的定義 ? Superior performance in China today is achieved not only through charismatic leadership, strong culture, or innovative products but also by building a carefully designed set of systems and processes that collectively define a context that fosters ambidextrous evolution and growth ? 中國(guó)今天的輝煌成就不僅僅是通過(guò)卓越的領(lǐng)導(dǎo)力、強(qiáng)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(jì)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。 ? Organizational ambidexterity requires an effective reconciliation to simultaneously benefit and gain from distinctive forces or strategies ? 組織的 “ 雙向性 ” 需要進(jìn)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。 ? Ambidexterity is a new theoretical perspective exploring a new way of looking at firm growth. It leverages and bines the advantages of two desperate forces or strategies. If managing properly, there are synergistic or plementary gains from the simultaneous pursuit ? ―雙向性 ” 開(kāi)拓了關(guān)于企業(yè)增長(zhǎng)方式的一種新理論觀點(diǎn)。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(jìn)行管理，就可能會(huì)從雙方獲取到協(xié)同收益或互補(bǔ)收益。 Defining Organizational Ambidexterity 組織“雙向性”的定義 23 Importance of Organizational Ambidexterity 組織“雙向性”的定義 ? Ambidexterity creates following gains and benefits for the firm ? “ 雙向性 ” 為企業(yè)創(chuàng)造了下列收益： ? It offers more growthopportunities while allowing the firm to maintain stability 為企業(yè)提供更多的增長(zhǎng)機(jī)會(huì)，同時(shí)也保持了企業(yè)的穩(wěn)定性 ? It provides more strategic options while allowing the firm to gain from experience 為企業(yè)提供更多的戰(zhàn)略選擇，同時(shí)也使企業(yè)可以從經(jīng)驗(yàn)中獲益 ? It improves the task and institutional environments where business stakeholders are more cooperative 改進(jìn)任務(wù)和機(jī)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 ? It enhances the sustainability and durability of firm growth and evo