联想集团技术创新【外文翻译】.doc

1、 1 外文翻译 原文 Lenovo Group Technology Innovation Material Source: R these did not require scarce capital requirements. Changes in the institutional environment also allowed the founders to undertake such activities, although it also created constraints on its efforts for undertaking others (i.e., manuf

2、acturing). Given Lenovos initial resources and capabilities, however, it is doubtful whether it could have become a competitive PC manufacturer any earlier than it did. The case also suggests that the motivation to learn and develop new capabilities may be related to the background, expertise and va

3、lues of the founding members. While Lenovos founders initially established a sales and service firm, they themselves were researchers and engineers and always had the ultimate objective of moving upstream into manufacturing and R namely, a major objective of Lenovos ongoing activities is to develop

4、products that are even more finely attuned to increasingly more specific customer segments. This consistent focus and deepening capability in this regard has also emerged as a significant competitive advantage for Lenovo in the Chinese market. Such extreme adaptation to a particular market, however,

5、 may be a liability if the firm wants to expand to new markets, especially those outside its home market. Lenovo, although financially and competitively quite successful in the Chinese market, has only token sales outside of China (approximately 10%). It is not clear at this time whether such domina

6、nce of domestic over international sales is simply a matter of managerial focus, or an inherent limitation in the competitiveness of Lenovos products in other markets. Although the Chinese market alone promises to be a major growing PC market for the foreseeable future, the possibility that 3 Lenovo

7、s products may not match other markets would have to be addressed if or when Lenovo chooses to consider increasing its presence in foreign markets. Finally, the Lenovo case illustrates an alternative path for a new entrant whether a spin-off or firm that is diversifying into a new business to become

8、 an integrated firm. This path begins with downstream activities in marketing, sales and service, and then expands upstream into manufacturing, product development and engineering, and finally research. This is in contrast to the path followed by most of the other firms that were newly established i

9、n response to new opportunities created by Chinas transitioning institutional and market environment. These firms began with manufacturing and moved into marketing and sales (Xie and Wu, 2003). For example firms such as Changhong, a leading television manufacturer, began by importing production line

10、s and then building their sales and marketing capabilities and, much later if at all, varying degrees of R for example, through acting as a subcontractor to leading firms, collaborating with a partner, acquisitions, licensing or other means. Furthermore, as the firm develops capabilities new functio

11、nal areas, or broadens the range of capabilities in a particular function, the organization must be restructured to support effective and effective coordination of increasingly diverse activities. The case has lessons that are also particularly relevant for latecomer firms, especially but not only t

12、hose in developing countries like China. Although investments in R&D may be considered vital to compete at the leading edge of an industry, and governments may even reward investment in R&D, it is necessary to realistically assess the opportunity costs and probably outcomes from such investments by

13、a firm with limited resources compared to those of large multinationals. Firms with limited resources should allocate them to activities and learning efforts that will enable it to compete successfully with its rivals. Developing resources and capabilities that set them apart from otherwise much bet

14、ter funded and endowed rivals represent a better strategic option that attempting to compete on the same basis with such firms. Lenovos investments in distribution and product development attuned to Chinese customers, for example, have so far more than offset the reality that its investments in R&D

15、are very small compared to the R&D expenditures of its multinational rivals. However, in the long term, Lenovo needs more R&D or move to a more R&D-focused model. Firms invest in R&D not only to generate innovations, but also to learn from rivals and external knowledge sources (Cohen ,1990). 译文 联想集团

16、技术创新 资料来源 :研究与发展管理 34， 4， 2004 作者： 谢伟，史蒂芬怀特 联想集团的发展经验给了我们几个启示，一方面，关于一个新企业竞争战略的学习和能力 间的关系，另一方面，关于在特定竞争力下它的性能和体制环境的关系。首先，该案件清楚地说明了能力的发展演化和路径依赖的性质。然而，联想的案例表明，对资源和功能的初步建设可以支持更多辅助性的发展，而不是约束。在联想的案例中，创始人受益于衍生企业从早期对外合法性母公5 司的声誉。此外，其有技术专长的工作人员可以从下层工作即分配、销售和服务中创造或提高收入，这些并不需要稀缺的资本要求。体制环境的变化使创始人进行这种管理，但同时也造成对他从

17、事其他事情（即制造业）努力的限制。鉴于联想的初始资源和能力，令人怀疑它是否已经比其他 任何企业更早成为有强大竞争力的 PC 厂商。 案例还表明了学习和开发新的功能的动机可能与背景、专业知识和创始成员价值观有关。虽然联想的创始人初步创立了销售和服务公司，他们本身就是将生产和研发水平推向世界前列为最终目标的研究人员和工程师。这种动机可能只是公司为拥有新资源新能力（财政和技术）的发展机会的关键因素而已。 联想的案例也说明了学习演进的性质和方向如何与不断变化的环境的特点和公司对有关的资源和能力的积累有关。因此，联想在最初 Mao 阶段开始指导其其资源、销售和服务创造和增加收入的机会，不仅在接下来的 G

18、ong 阶 段未为进入制造业进行资助，而且还提供了一个相对于其国内甚至国际的竞争对手更为持久的竞争优势，即其对客户和分销网络的理解。同样，在制造业的经验，不仅指创造的收入，而且还为确定竞争力的重要领域集中在当前阶段研发工作的基础。进入每个阶段的活动与商业机会及启用联想去面对行业领先企业越来越直接的竞争相关。 案例显示了在企业竞争中能力和领域的变化，也说明了获取新资源和能力手段的大变化。最初，联想可以通过依靠其他公司产品或其母公司在技术提升来销售竞争。为了发展，无论如何，它必须先在内部创造能力，然后研发能力。这是进一步推 进作为竞争对手开始看到的新威胁新来的、限制获取资源或能力以至于他们能早先证

19、明新进者是看作为一个伙伴的。 联想的案例还代表了作为一个新进者尤其是国际竞争者，如何通过开发资源和极端适应当地市场的能力来挑战任职。联想累积顾客知识和建立的销售网络几乎已经证明了是国外和国内的竞争对手不可能复制的。它与这一战略的继续，因为它已经扩展到制造和研究发展的计划，即对联想正在进行的活动主要目标，是能够开发出更适应日益精细更具体的客户群，这种相同的重心和深化这方面的能力也成为了联想在中国市场的重要竞争优势。 这种极端的适应某一特定市场，但是，如果公司要拓展新的市场，特别是本土市场以外的，可能是一个责任。联想，虽然财政和竞争力在中国市场相当的成功，但也只是中国以外的销售（约 10） 。 目

20、前尚不清楚是否在这个时候这种国内优势已超过国际销售是一个简单的关于管理重点的问题，或在其他市场的联想产品的竞争力的局限问题。 尽管中国市场有望成为一个大的增长可预见性的 PC 市场，联想的可能性的产品可能不符合其他市场就必须解决，如果6 联想选择或考虑增加其在国外市场的存在。 最后，联想的案例说明了一个新加入者另一途径 - 无论是衍生企业或公司，正在跨入一个新的业务多样化 - 成为一个综合性公司。这条道路开始在市场、销售和服务的下游活动中，然后扩展到上游制造，产品开发和工程，最后研究。这与大多其他公司因中国的过渡体制和市场环境创造的新机会设立所遵循的路径相反。这些公司开始进入生产和市场营销和销

21、售（谢和吴， 2003）。举例来说，比如领先的电视制造商长虹，公司始于进口生产线，然后建设自己的销售和市场营销能力，然后不同程度提高的研发能力。其它公司由真正的专利技术扩大其能力到制造、营销和销售下游权衡来衍生。方正集团有限公司就是这样一个上下游能力建设的例子 （ Lu， 2000）。与联想成立的相同，这家公司利用了由北京科技大学研究人员开发的象形语言的电子出版系统，从而产生了中国首个高清晰度彩色电子出版系统。 管理意义 联想案例的一些概念元素对管理有明显的影响。两个元素 -路径依赖和能力建设，应加以经理们清楚地把资源他们现有的资源和能力设置有关的期望变化功能，认为有必要竞争特征。最后，经过近

22、 15 年，联想集团推出了一套从研发制造到销售和服务的综合系统。此外，因为它开始与销售和服务的一套综合设置，其目前的成功可以说是由于它首先掌握和了解投资前在研发方面的显着生产活动。此外 ，其在前面阶段的成功都支持它每进入一个新的活动和能力的扩展步骤。 此案还显示了每一个公司的新功能的发展阶段，需要学习不同的战略和结构。该公司将通过不同的方式获得不同的功能，例如，通过充当领导分包企业、与合作伙伴、收购、许可或其他方式合作。此外，该公司开发的能力新功能区或扩大在一个特定功能的能力范围内，该组织必须进行改组，以支持有效的和有效的日益多样化的活动的协调。 该案件不仅仅是后发企业尤其是中国这样的发展中国

23、家的教训。虽然 R D 投资可被视为在一个行业中具有领先的优势的重要竞争，而且政府甚至可能在 R D 投资 上有投资回报，并从有限的资源中与跨国公司相比切实评估机会成本和有可能的投资结果是很有必要的。资源有限的企业应分配给活动和学习的努力，使它能够与对手竞争的成功。分开开发资源和能力从其他更好的资金和赋予竞争对手代表更好的战略选择，试图在相同的基础上与这些企业竞争。在配送及产品开发联想投资切合中国客户，例如，到目前为止，抵销了在 R D 的投资的现实，研发支出的差距较小的跨国竞争对手。但是，从长远来看，联想需要更多的研发或转移到更多的研发中心的模式。公司投资于研发，使之不仅7 创新，而且要学习竞争对手和外部知识源（科恩， 1990 年）。