龔鵬程對(duì)話海外學(xué)者第九十二期：在后現(xiàn)代情境中，被技術(shù)統(tǒng)治的人類社會(huì)，只有強(qiáng)化交談、重建溝通倫理，才能獲得文化新生的力量。這不是誰的理論，而是每個(gè)人都應(yīng)實(shí)踐的活動(dòng)。龔鵬程先生遊走世界，并曾主持過“世界漢學(xué)研究中心”。我們會(huì)陸續(xù)推出“龔鵬程對(duì)話海外學(xué)者”系列文章，請(qǐng)他對(duì)話一些學(xué)界有意義的靈魂。范圍不局限于漢學(xué)，會(huì)涉及多種學(xué)科。以期深山長谷之水，四面而出。

彼得·威廉姆森教授（Professor Peter Williamson）

劍橋大學(xué)管理學(xué)系教務(wù)主任，劍橋大學(xué)全球事務(wù)對(duì)話中心主任。

龔鵬程教授：您好。國際管理學(xué)，在中國和臺(tái)灣，都還是發(fā)展中學(xué)科，請(qǐng)為我們介紹一下目前的重點(diǎn)和趨勢(shì)。從學(xué)科建設(shè)方面看，跨學(xué)科整合應(yīng)是非常重要的，學(xué)生如何培養(yǎng)？

彼得·威廉姆森教授：龔教授，您好。近年來，國際管理學(xué)科一直在迅速發(fā)展，首先是在臺(tái)灣，然后是在更大范圍的中國。

開始時(shí)，它制定了如何進(jìn)行成本創(chuàng)新的戰(zhàn)略（以全新的方式利用中國的成本優(yōu)勢(shì)，以更少的成本為世界各地的客戶提供更多的服務(wù)）。這包括以低成本提供高技術(shù)，以低價(jià)格提供定制化和多樣化的產(chǎn)品和服務(wù)，以及將以前的小眾市場(chǎng)發(fā)展成大批量的大眾市場(chǎng)）。隨后，加速創(chuàng)新學(xué)科的發(fā)展——通過 "啟動(dòng)、學(xué)習(xí)、改進(jìn) "的連續(xù)循環(huán)，使增量創(chuàng)新更快地進(jìn)入全球市場(chǎng)。

中國的國際管理學(xué)科已經(jīng)擴(kuò)大到去 "向世界學(xué)習(xí) "。機(jī)制包括向先進(jìn)市場(chǎng)試點(diǎn)出口，以學(xué)習(xí)和改進(jìn)，建立合作伙伴生態(tài)系統(tǒng)，以及與發(fā)達(dá)國家的公司進(jìn)行 "戰(zhàn)略資產(chǎn)尋求 "的合并和收購。

中國公司已經(jīng)學(xué)會(huì)將在國外獲得的新技術(shù)和產(chǎn)品，通過投資和工藝創(chuàng)新，迅速擴(kuò)大到大眾市場(chǎng)的規(guī)模。

這些學(xué)科的發(fā)展是通過采用工程、研發(fā)、商業(yè)戰(zhàn)略、金融和組織行為之間的跨學(xué)科方法實(shí)現(xiàn)的。

同時(shí)，與海外大多數(shù)大學(xué)相比，中國的商學(xué)院與商業(yè)領(lǐng)袖和企業(yè)家保持著非常密切的聯(lián)系。值得注意的是，在中國最受歡迎的管理培訓(xùn)是以高級(jí)管理人員工商管理碩士（EMBA）和短期高級(jí)管理人員課程的形式進(jìn)行的。

The international management discipline has been developing rapidly in recent years, first in Taiwan and then in China more broadly. It began by developing strategies for howcost innovation (the strategy of using Chinese cost advantage in radically new ways to offer customers around the world dramatically more for less). These included providing high technology at low cost, customisation and variety of products and services at reduce prices, and developing formerly niche market segments into high volume, mass-markets). This was followed by development of a discipline of accelerated innovation – enabling incremental innovations to be brought more rapidly to global markets through continuous cycles of “l(fā)aunch, learn, improve”. The international management discipline in China has since expanded to encompass approaches to “l(fā)earning from the world”. Mechanisms include piloting exports into advanced markets to learn and improve, building partner ecosystems and “strategic asset-seeking” mergers and acquisitions with companies in developed countries. Chinese companies have learned to take new technologies and products acquired abroad and scale them up to mass-market volume very rapidly through investment and process innovation.

The development of these disciplines has been achieved by adopting an interdisciplinary approach between engineering, R&D, business strategy, finance, and organisational behaviour. Chinese business schools, meanwhile, have maintained very close links with business leaders and entrepreneurs compared with most universities overseas. It is notable that the most popular management training in China takes the form of Executive Master of Business Administration (EMBAs) and short-term senior executive programmes.

龔鵬程教授：您對(duì)中國的跨國公司，一般評(píng)價(jià)如何？

彼得·威廉姆森教授：在中國經(jīng)營的跨國公司基本上分為兩類：一類是已經(jīng)形成長期可持續(xù)的地位，擁有大量的市場(chǎng)份額；另一類是陷入縫隙市場(chǎng)，無法擴(kuò)張，不斷評(píng)估是否應(yīng)該撤出。

中國在其發(fā)展周期的相對(duì)早期階段就吸引了大量的外國投資，從20世紀(jì)90年代初開始飆升。這導(dǎo)致了大量的技術(shù)和知識(shí)流入中國，中國企業(yè)通過作為跨國公司的供應(yīng)商、雇用外國公司培訓(xùn)的員工以及直接觀察，接觸到了這些技術(shù)和知識(shí)。

此外，中國在發(fā)展的時(shí)候，世界經(jīng)濟(jì)已經(jīng)相當(dāng)全球化，因此，與日本和韓國等早幾十年發(fā)展起來的國家的同行相比，中國公司更容易獲得設(shè)備中所包含的知識(shí)，以及通過雇用全球人才和購買全球服務(wù)來獲得知識(shí)。

這些因素加在一起，意味著中國和跨國公司之間的技術(shù)和知識(shí)差距已經(jīng)縮小，而且在許多情況下已經(jīng)消失，比其他大多數(shù)新興經(jīng)濟(jì)體的情況要快得多。

當(dāng)然，真正的專有技術(shù)和競(jìng)爭(zhēng)優(yōu)勢(shì)將繼續(xù)為跨國公司提供成功的潛力。但在中國，跨國公司不能假設(shè)他們現(xiàn)有的技術(shù)、產(chǎn)品和工藝將為中國消費(fèi)者提供比本地企業(yè)更高的價(jià)值，這與許多其他新興經(jīng)濟(jì)體的情況不同。

今天，在中國的市場(chǎng)份額必須從日益強(qiáng)大的中國競(jìng)爭(zhēng)者手中奪取，而這些競(jìng)爭(zhēng)者擁有本土團(tuán)隊(duì)的優(yōu)勢(shì)和獲得全球技術(shù)的機(jī)會(huì)。那些已經(jīng)成功的跨國公司需要進(jìn)行長期投資，建立強(qiáng)大的本地組織，并改變其戰(zhàn)略和運(yùn)營程序，以完全融入巨大的中國市場(chǎng)。

Multinational companies operating in China basically fall into two groups: those that have developed long-term sustainable positions with substantial market share; and those that are caught in niche segments, unable to expand, continually evaluating whether they should pull out. China has attracted massive foreign investment at a relatively early stage in its development cycle, soaring starting in the early 1990s. This resulted in a huge flow technology and know-how into the country to which Chinese firms were exposed by acting as suppliers to multinationals, hiring staff trained by foreign firms, and through direct observation. Moreover, China was developing at a time when the world economy was already quite globalized, so that the knowledge embodied in equipment, and available through hiring global talent and purchasing global services, was much more accessible to Chinese companies compared with their counterparts from countries such as Japan and Korea that had developed in earlier decades.

Together these factors meant that the technological and knowledge gaps between Chinese and multinationals have been reduced, and in many cases eliminated, much more rapidly than has been the case for most other emerging economies. Truly proprietary technologies and competitive advantages will, of course, continue to offer multinationals the potential to succeed. But in China, multinationals cannot assume that their existing technologies, products, and processes will offer superior value to Chinese consumers compared with alternatives offered by local players, contrary to what might be the case in many other emerging economies. Today market share in China must be wrested from increasingly powerful Chinese competitors with home-team advantages and access to global technologies. Those multinationals that have succeeded have needed to make the long-term investments, build strong local organisations, and and change in their strategies and operating procedures necessary to become fully integrated into the huge Chinese market.

龔鵬程教授：您有難得的教學(xué)經(jīng)驗(yàn)，在倫敦商學(xué)院、哈佛商學(xué)院和歐洲工商管理學(xué)院等全球頂級(jí)商學(xué)院全都任教過。請(qǐng)扼要評(píng)說這幾所學(xué)府。

彼得·威廉姆森教授：據(jù)我觀察，世界頂級(jí)商學(xué)院的與眾不同之處在于，它們形成了自己獨(dú)特的 "思維流派 "和教學(xué)方法。他們不追隨他人，而是采用自己對(duì)卓越的定義以及在商業(yè)世界和經(jīng)濟(jì)宇宙中創(chuàng)造影響力的方式。

哈佛商學(xué)院開創(chuàng)了案例教學(xué)法，并專注于教育具有一般管理視角的全面商業(yè)領(lǐng)袖，使其具備成為未來首席執(zhí)行官的技能。

歐洲工商管理學(xué)院（INSEAD），以其泛歐洲的根基，強(qiáng)調(diào)培養(yǎng)學(xué)生的全球視野，是第一所跨國性的主要商學(xué)院，在每個(gè)主要大陸都有校區(qū)。

倫敦商學(xué)院利用其靠近全球金融中心——倫敦市的優(yōu)勢(shì)，在金融和金融服務(wù)以及經(jīng)濟(jì)學(xué)的相關(guān)學(xué)科方面發(fā)展了特別的優(yōu)勢(shì)。

頂級(jí)商學(xué)院還將其成功定義為對(duì)學(xué)生、企業(yè)和社會(huì)的影響。

我認(rèn)為，對(duì)于新成立的和即將成立的商學(xué)院來說，要想取得成功，就必須使自己與眾不同。這可以是他們希望成為全球公認(rèn)的學(xué)科或洞見，他們的教學(xué)方法，或他們希望重點(diǎn)解決的跨學(xué)科挑戰(zhàn)（如氣候變化、新技術(shù)、不斷變化的社會(huì)優(yōu)先事項(xiàng)）。

What I observe sets the world’s top business schools apart is that they develop their own distinctive “schools of thinking” and pedological approaches. They don’t follow others but instead adopt their own definitions of excellence and ways of creating impact in the world of business and the wide economy. Harvard Business School pioneered the case method and focused on educating rounded business leaders with a general management perspective with the skills to become future chief executive officers. INSEAD, with its pan-European roots, emphasised development of a global perspective in its students and was the first major business school to become a multinational, with campuses in each major continent. London Business School, leveraging its close proximity to the global financial centre that is the City of London, developed particular strengths in finance and financial services and related disciplines of economics. Top business schools also define their success as the impact they have on students, business, and society.

I think the lesson for new and up-and-coming business schools is that to succeed they need to differentiate themselves. This can be in the disciplines or perspectives they want to become globally recognised for, their pedological approach, or the cross-disciplinary challenges (such as climate change, new technologies, changing societal priorities) that they want to focus on addressing.

龔鵬程教授：您研究國際化、并購、和商業(yè)生態(tài)系統(tǒng)創(chuàng)新，事實(shí)上也推動(dòng)著它們。這種學(xué)術(shù)和商業(yè)整合在一起的性態(tài)，有何利弊，可談一談嗎？

彼得·威廉姆森教授：通過對(duì)某一特定主題或狹窄學(xué)科的高度專業(yè)化，學(xué)者們可以在該小領(lǐng)域獲得巨大的專業(yè)知識(shí)。但他們面臨的危險(xiǎn)是，他們最終會(huì) "自說自話"——或成為一個(gè)小圈子里的專家——從而削弱了他們的想法和知識(shí)對(duì)世界和廣大社會(huì)的潛在影響。

我一直試圖研究與實(shí)際商業(yè)問題相關(guān)的課題，以幫助整合學(xué)術(shù)界和商界。我花了大量的時(shí)間與商界人士合作，并在公司董事會(huì)任職，同時(shí)在大學(xué)里從事研究項(xiàng)目和教學(xué)工作。從這些與企業(yè)的互動(dòng)中，我懂得了哪些問題是重要的，哪些問題是管理者正在努力解決的（純學(xué)術(shù)研究的一個(gè)潛在問題是，所有東西都有可能是有趣的。這對(duì)純科學(xué)家來說可能是好的，但對(duì)國際商務(wù)這樣的應(yīng)用領(lǐng)域來說是有問題的——如果我們要產(chǎn)生影響，我們需要專注于那些重要的問題）。

我還獲得了一種體會(huì)，即哪些想法有可能成為一般原則，哪些想法是基于特定環(huán)境或時(shí)間的。

當(dāng)人們尋求解決現(xiàn)實(shí)世界的商業(yè)問題時(shí)，其缺點(diǎn)是它們往往非常復(fù)雜和多維，這使得它們更難進(jìn)行嚴(yán)格的分析。這些問題往往涉及不確定性和人類行為的不可預(yù)測(cè)性。但重要的是，要嘗試將嚴(yán)謹(jǐn)性和相關(guān)性結(jié)合起來。這需要確定問題的關(guān)鍵方面和驅(qū)動(dòng)因素，并考慮到整體的系統(tǒng)屬性以及反饋回路和螺旋變化的影響。尋找簡(jiǎn)單化的因果關(guān)系是危險(xiǎn)的，因?yàn)榇蠖鄶?shù)實(shí)際的商業(yè)問題涉及到動(dòng)態(tài)發(fā)展的不同力量的復(fù)雜互動(dòng)。

By intense specialisation in a particular topic or narrow discipline academics can achieve great expertise in that small area. But they face a danger that they end up “talking to themselves” – or a small group of fellow specialists – and so undermining the potential impact their ideas and knowledge can have on the world and broader society.

I have always tried to work on topics that are relevant to practical business problems that help integrate academia and business. I have spent a great deal of my time working with business people and serving on the boards of companies along with working on research projects and teaching in the university. From these interactions with business, I have learnt a great deal about what problems are important and that managers are wrestling with (a potential problem with pure academic research is that everything is potentially interesting, which might be fine for pure scientists, but is problematic for an applied area like international business – we need to focus on the problems that are important if we are to have an impact). I have also gained an appreciation of what ideas have the potential to become general principles and what are specific to a particular context or time.

The downside when one seeks to address real-world business problems is that they tend to very complicated and multi-dimensional which makes them more difficult to analyse with rigour. The often involve uncertainty spiced with the unpredictability of human behaviour. But it is important to try and combine rigour with relevance. This requires identifying the key aspects of and drivers of the issue and taking account of systemic properties of the whole and the impacts of feedback loops and spirals. Looking for simplistic cause and effect is dangerous because most practical business problems involve complex interactions of difference forces that evolve dynamically.

龔鵬程，1956年生于臺(tái)北，臺(tái)灣師范大學(xué)博士，當(dāng)代著名學(xué)者和思想家。著作已出版一百五十多本。

辦有大學(xué)、出版社、雜志社、書院等，并規(guī)劃城市建設(shè)、主題園區(qū)等多處。講學(xué)于世界各地。并在北京、上海、杭州、臺(tái)北、巴黎、日本、澳門等地舉辦過書法展?，F(xiàn)為中國孔子博物館名譽(yù)館長、美國龔鵬程基金會(huì)主席。