可持续发展视角下的中国企业发展战略

ASustainabilityViewtowardGrowthStrategiesforChineseFirms可持续发展视角下的中国企业发展战略Dr.YadongLuo陆亚东教授SunYat-SenBusinessSchoolSeptember2920101AnOverarchingFramework基本框架2SustainableGrowth可持续发展FromEvolutiontoCo-Evolution从进化到协同进化FromCoreCompetencetoDynamicCapability从核心能力到动态能力FromCompetitiontoCo-opetition从竞争到竞合FromRigiditytoAmbidexterity从刚性/单一性到双向性FromImitationtoinnovation从模仿到创新DomesticMarket国内市场GlobalMarket国际市场Macro-&MicroBusinessEnvironmentsSpurringSustainableGrowth鼓励可持续发展的宏、微观商业环境Macro-LevelBusinessEnvironmentSupportingSustainableGrowth鼓励可持续发展的宏观商业环境3经济健全性金融国际化科学、教育、创新国家的竞争力生产力经济增长与稳定性Micro-LevelBusinessEnvironmentSupportingSustainableGrowth鼓励可持续发展的微观经济环境4生产要素竞争与商业政策上下游产业产品需求国家的竞争力生产力微观商业环境SustainableGrowthforChineseFirms中国企业的可持续发展I:FromEvolutiontoCo-Evolution1、从进化到协同进化5FromEvolutiontoCo-Evolution从进化到协同进化Sustainablegrowthinatransitioningmarketrequiresthefirmsnottopassivelyreacttoexternalenvironmentsbutrathertoco-evolve:Chinesefirmsneedtosimultaneouslyrespond/adapttotheenvironmentandinfluence/manipulatetheenvironmentatthesametime企业若要在一个转型中的市场维持可持续发展，则不能被动应对外部环境，而应该与其共同进化。因此，中国企业需要同时既对环境做出响应/适应环境，又去影响环境。Co-evolutionisthejointandinteractiveoutcomeofmanagerialintentionality,organizationalefforts,andenvironmentalchange.Co-evolutionassumesthatorganizationalandenvironmentalchangesoccurinasimultaneousandinteractivemanner协同进化是管理意向、组织努力、和环境变化联合交互作用下的产出。协同进化假设组织和环境的变化是以同步和交互的方式产生。67FromEvolutiontoCo-Evolution从进化到协同进化Thus,strategyisnotmerelyapassiveresponseto,butratheraproactiveintentiontochange,taskandinstitutionalenvironmentsfacingthefirm因此，战略不仅是被动的响应，也是对于企业将面对的变化、任务和机构环境的前瞻。Strategicandenvironmentalchangesarebi-directional,interactional,andmutuallyreinforcing战略和环境的变化是双向的，是相互作用和相互加强的。Organizationsandtheirparts,bothinternal(subunits)andexternal(e.g.,suppliersorcompetitors)co-evolvewitheachotherandwithachangingenvironment组织和他们的组成部分，包括内部的（子单位）和外部的（供应商或竞争者）在变化的环境中协同进化。7SustainableGrowthforChineseFirms中国企业的可持续发展II:FromCoreCompetencetoDynamicCapability2、从核心能力到动态能力8FromBuildingCoreCompetencetoBuildingDynamicCapabilities从构建核心能力到构建动态能力9Capabilitypossession(i.e.,havingdistinctiveresources),capabilitydeployment(i.e.,allocatingdistinctiveresources),andcapabilityupgrading(i.e.,dynamiclearningandbuildingnewcapability)arethreecriticalcomponentsofdynamiccapability.动态能力的三大重要组成部分：能力的具备（例如：拥有特殊资源），能力的配置（例如：分配特殊资源），能力的升级（例如：动态学习、动态构建新能力）Dynamiccapabilityrequiresthecapacitytoextracteconomicbenefitsfromcurrentresourcesandtodevelopnewcapabilities.Possessingdistinctiveresourcesaloneisnotsufficienttoensuresuccess.动态能力要求企业具备从现有资源中获取经济利益的能力并能够发掘新能力。若仅仅拥有特殊资源并不足以保证可持续发展。Thecompetitiveadvantagesoffirmsintoday’seconomystemnotmerelyfromdistinctiveresourcesbutalsofromthemannerinwhichtheyaredeployed.在当今的经济环境下，企业的竞争优势并不仅仅源于特殊资源，而且源于其分配资源的方式。Resourceswillgeneratestrongercompetitiveadvantageswhentheyareappliedthroughanappropriateconfigurationwithexternalandinternaldynamicsinacompetitiveenvironment若资源能够得到内外部动态地合理的运用，资源可以使企业具备更强的竞争优势。FromBuildingCoreCompetencetoBuildingDynamicCapabilities从构建核心能力到构建动态能力10Sustainablefirmgrowthcannotbeachievedunlessthefirmiscommittedtobuildingnewcapabilitiesorcreatingnewbundlesofdistinctiveresources.Organizationallearningisakeybuildingblockfornewcapabilitybuilding.若企业不能够构建新能力或创造新的特殊资源，企业就不能够维持可持续发展。而组织学习就是构建新能够板块的重要环节。Dynamiccapabilitiesrequireastrongbaseofestablishedcapabilitiesorresources(capabilitypossession)aswellastheabilitytoefficientlydeploytheseresources(capabilitydeployment)andtocontinuouslycreatebundlesofnewresourcesandknowledge(capabilityupgrading).动态能力必须构建在现有能力或资源（能力的具备）、有效分配这些资源的能力（能力的配置）、以及不断创造新资源和新知识（能力升级）的基础之上。Learningcapability”isthecapacitytogenerateandgeneralizeideasandtoacquirenewknowledge.Dynamiclearningcapabilitiesaregenerallymoretransferablethanfirmresourcesthemselves.Firmsneedtocontinuouslybuildandupgradetheircapabilitiesandinstitutionalizeinnovation,learning,andinformationtransfer.学习能力是指形成观点、概括观点并获取新知识的能力。动态学习动力通常来说较企业资源本身更具备可传递性。企业必须不断构建并升级其能力并使创新、学习、信息传播制度化。FromBuildingCoreCompetencetoBuildingDynamicCapabilities从构建核心能力到构建动态能力11升级配置具备知识的运用配置组织动能SustainableGrowthforChineseFirms中国企业的可持续发展III:FromCompetitiontoCo-opetition3、从竞争到合作竞争12FromCompetitiontoCo-opetition从竞争到合作竞争Co-opetitionisthesimultaneouscompetitionandcooperationbetweentwoormorerivalscompetinginglobalmarkets.Itcapturesthedualityofcooperationandcompetitionbetweenagivenpairoramongagroupofrivals合作竞争是指在市场上两个以上的竞争者在竞争的同时亦会合作，描述了特点两个或一级竞争者合作与竞争的二元性。Competitionmayoccuratmulti-pointsandviamulti-units,whilecooperationrepresentsajointeffortformutualgains竞争可能在多点或通过多单位发展，而合作竞争代表了两方为共赢而共同努力。Underco-opetition,therelationshipbetweenrivalsisasimultaneous,inclusiveinterdependence合作竞争时，竞争者之间的关系是同时的且互相依赖的。13FromCompetitiontoCo-opetition从竞争到合作竞争•Co-opetitionmayoccuratcorporate-,division-,orsubsidiary-levels,dependingonafirm’sstrategicintentandorganizationalneeds•合作竞争可能发展在公司、分公司或子公司级别，这取决于企业的战略目标和组织需求。•Theinterdependenceentailscompetitiveandcollaborativeactivitiesundertakeninthepursuitofglobalreach,expansion,andprofit•相互依赖性决定了企业在追求影响力、扩张、和利润时的竞争与合作行为。•Co-