｜推薦序三｜
陳明哲教授文選推薦序^[1]

這套重要的系列作品代表了國際知名企業戰略學者、美國弗吉尼亞大學達頓商學院講座教授陳明哲博士畢生的深遠貢獻。在這套文選中，陳明哲教授對戰略管理學術研究與企業實踐方面的核心議題提供了諸多洞見。更重要的是，他透過這套文選告訴我們，他如何身體力行地成為一位具有社會責任感與人文關懷的學者和老師，以及一名“反求諸己”、有德性的管理實務行踐者。

明哲終其一生嚴于律己，致力于成為諸多領域中的典范。他的許多開創性研究與思想貢獻都一一呈現在這套文選中，這套文選無疑將會成為企業戰略管理領域的經典著作，在今后的歷史長河中影響管理學學者和企業管理者。讓我對這套文選中的三本書分別略抒己見。

在系列之一《承傳行踐：全方位管理學者的淬煉》中，陳教授指出了現今管理學領域中狹隘地、過度地聚焦于研究、教學或實踐單一領域的貧瘠。他強調研究、教學與實踐三者之間整合與融合的必要性。更重要的是，他展示了自己如何從三者的本質來進行互補與協同。其中，諸多示例的展示生動地描述了學者若僅專注于對任何單一路徑的追求，可能會阻礙管理學的學術嚴謹性、實踐相關性與深度。事實上，研究、教學與實踐的整合一直以來被管理學者所忽視，管理學者將自己關在象牙塔內，對于現實中管理實踐的挑戰與發展漠不關心。這使得他們錯失了許多機會，比如大學課堂或高管教育能夠將管理學研究、教學與實踐加以整合的機會。同樣地，企業管理者日復一日地投身管理事務，忽略了從現狀中跳脫出來，汲取管理學理論層面與理論洞察中的養分，因而陷入“見樹不見林”的情境之中。在這套文選中，陳教授通過自身經歷以及諸多發人深省的經典示例，向我們呈現出如何進行“全方位管理學者的淬煉”，并通過這些“淬煉”去更好地整合與聯結當下研究、教學與實踐之間的割裂，進而啟發這三個領域的發展。這也對我們這些投身于學術研究、教學與實踐的學術工作者提出了更高的要求。

在系列之二《動態競爭：后波特時代的競爭優勢》中，陳教授作為動態競爭理論的主要創始人之一，系統地回顧了動態競爭理論的演化與發展。在動態競爭理論提出之前，戰略管理的主要理論都采用靜態的視角，這一視角使得企業戰略管理研究脫離企業經營現實，特別是當分析企業之間你來我往的競爭行為時，這種靜態視角的局限性尤為明顯。在戰略管理中開創性地提出動態競爭理論的這一過程中，陳教授和他的同事對企業戰略管理思想的形成與實踐發揮了極為重要的影響與推進作用。比如，陳教授首次在研究中提出“競爭決策組合”這個概念，在這個概念之下，競爭行為的簡化、慣性以及一致性的起源和影響都得到了更全面的探討。通過“競爭決策組合”等一系列研究，陳教授和他的同事讓管理學者以及企業管理者得以更好地理解那些有效和無效的組織學習、組織模仿與組織變革的行為。

在后續研究中，陳教授基于期望-效價理論中的部分觀點，開創性地提出“察覺-動機-能力”這一動態競爭理論的基本分析框架。這一分析框架幾乎成為所有動態競爭理論學者的研究基石，其影響不僅源于它的理論內涵以及強大的預測能力，更重要的是，它將企業戰略管理領域中兩個極為重要卻看似難以融合的理論（資源基礎理論和波特的競爭理論）進行了完美的整合。

在“察覺-動機-能力”這一理論分析框架的基礎上，陳教授提出了更具洞見的“關系視角”。他將動態競爭理論中從交易出發、兩兩對立的競爭視角，引向更為長期導向的關系視角。在關系視角中，更為廣義的利益相關者（包括員工、客戶、供應商和社群等）都被納入分析框架當中?？梢哉f，陳教授在動態競爭理論領域的一系列研究，是那些想要探尋與理解企業競爭行為的學者與實踐者的必讀經典之作。

從世界范圍來看，管理學研究一直以來都被西方的管理學觀點與視角所主宰。比如，西方的管理學研究視角重視競爭、破壞性創新與精英統治，強調對手而忽視伙伴，強調交易而忽視合作，強調短期思維而忽視長期思維。簡言之，西方的管理學研究視角是一種狹隘的、贏者通吃的邏輯。與此相反，東方管理學研究與實踐采用的是一種海納式的、長遠的、更為強調利益相關者之間聯系的視角，當然這其中也包含著家長式管理、家族綁定、信任親信等一些極具東方色彩的元素。

在系列之三《文化雙融：執兩用中的戰略新思維》中，陳教授將他近年來開創性提出的文化雙融理論及其應用做了翔實的呈現。文化雙融理論強調整合看似對立或不兼容的兩方（或多方）的優點，同時最大限度地摒棄各自的缺點。事實上，文化雙融理論源自東方哲學思維中的“執兩用中”，陳教授由此指出我們應當更好地整合東西方思想中的精華，從而避免二者取其一的極端，這種文化雙融的思維不僅可以應用到企業的戰略思考中，還可以應用到我們每個人的生活中。我們不難看出，陳教授始終在深思與反思人類行為與人文社會學領域的一些基本問題，始終“精一”地推動各種矛盾的協調與整合。陳教授畢生都在推動東西方管理學思想的“雙融”，這對于管理學學術與實踐的發展有著深遠的影響與貢獻。

我強烈推薦陳教授的這套書給大家，這套書將會幫助從學生、教授到企業管理者等各個行業與領域的人，更為有效地理解企業戰略管理，并將這些理解應用于實踐當中。

丹尼·米勒^[2]
2020年3月于蒙特利爾高等商學院

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Preface of "Selected Works of Ming-Jer Chen"

This vital series of works marks a lifetime of profound contribution by Professor Ming-Jer Chen of the Darden School of the University of Virginia, one of the world's great scholars of strategy. In this collection, Ming-Jer Chen has provided insight into vital topics in strategic management scholarship and practice. More importantly, he tells us what it takes to lead a life of socially responsible academic research and teaching, and lays bare the core elements of what it takes to become a reflective and moral business practitioner.

Ming-Jer has devoted his life to and served as a role model in all of these spheres. Happily, his pathbreaking contributions are highlighted in each of the three thematic works in this important collection, which no doubt will serve as classics in strategic wisdom for scholars and managers alike for many decades to come. Please let me say a little about each of the volumes in the collection.

In the first volu me of this series Passing the Baton: Becoming a Renaissance Management Scholar, Professor Chen highlights the poverty of an exclusive and excessive focus only on research, teaching, or practice. He argues for the integral connections among these vital areas of society, namely, scholarship, instruction and the conduct of management. More importantly, he demonstrates their essential complementary and synergy among these domains. In so doing, he vividly demonstrates that the pursuit of any one single path hobbles its relevance, rigour and depth. The importance of complementarity has been neglected by too many academics who have failed to become informed by real world challenges and developments, and have failed thereby to enrich and in turn become enriched by their university classroom and executive education experiences. It has also been ignored by too many managers who are so focussed on the day to day tasks at hand that they neglect to learn from more conceptually fundamental strategic insights and thereby fail to "see the forest for the trees". Using poignant real-world and personal examples and deep perspective, Ming-Jer Chen shows how "becoming a Renaissance management scholar" can bridge the current chasms that exist between teaching and research, and research and practice, thereby enlightening all three domains. In so doing he raises the bar for all of us working in academic research, instruction, and executive practice.

In the second volume of this series, Competitive Dynamics: Competitive Advantage in the Post-Porter Era, Professor Chen traces a scholarly trajectory of evolution, beginning with his roots as one of the primary founders of competitive dynamics. Before the advent of the competitive dynamics perspective, research in strategy was static, too far removed from the realities and give and take of true rivalry—of competitive action and response. In pioneering this critical area of research, Professor Chen, along with his colleagues, significantly advanced strategic thinking and practice. He initiated research into hitherto neglected competitive repertoires—and the contextual sources and performance consequences the simplicity, inertia, and conformity characterizing such multifaceted repertoires. In so doing, he and his colleagues have derived important insights into the nature of functional and dysfunctional organizational learning, imitation, and change.

In later work, based in part on an expectancy-valence perspective, Professor Chen developed his Awareness-Motivation-Capability model which was to serve as a foundational framework for legions of competitive dynamics scholars. The widespread influence of this model stemmed not only from its elegance and predictive power, but also because it reconciled the two dominant, but seemingly disparate, strategic perspectives of the day: Porterian competitive analysis and the ever-popular resource-based-view.

Ming-Jer then worked to update this model by proposing a more long-term oriented relational approach, taking the field of head-to-head competition from a transactional portrayal of dual opponents, to a longer-term relational perspective encompassing a far wider range of stakeholders—employees, customers, suppliers, and the community at large. At the present time, Ming-Jer's work in competitive dynamics is indispensable to those who wish to be both scholars and practitioners of effective strategic competition.

The field of management scholarship in much of the world has been dominated by a Western viewpoint and perspective—one of supposed competition, creative destruction and meritocracy, but also one of rivalry over cooperation, transactions over relationships, and short-term versus long-term thinking—in short, a rather narrow, winner-takes all logic. At an opposite end of the spectrum, Asian management scholarship and practice has tended towards a broader, longer-term, more relational perspective—but also sometimes one of paternalism, familial favoritism, and even cronyism.

In the third volume of this series, Ambiculturalism: Strategic Middle-Way Thinking for the Modern World, Ming-Jer Chen presents a model that embraces the best of both worlds while avoiding its less salutary aspects. He outlines in revealing detail a middle way that avoids the excesses, but exploits the advantages, of both Eastern and Western thought as they apply not only to strategic thinking, but to life itself. In so doing he celebrates the "power of one"—the necessity to integrate, reflect, reconcile, and think more deeply about the underlying multifaceted tensions and characteristics underlying human conduct, and fundamental humanity. Ming-Jer Chen thereby brings to Asian and Western scholars alike, a foundation for enriching their scholarly and practical contributions.

I cannot recommend this work more highly for students, professors, and managers at all levels to help them become more effective and more relevant in their lifelong strategic pursuits, very broadly defined.

Danny Miller
HEC Montreal
Montreal, March 2020

[1] 后附此推薦序的英文版Preface of “Selected Works of Ming-Jer Chen”。

[2] 丹尼·米勒教授是全球最為高產且極具影響力的戰略管理學者（陳明哲教授曾說，作為戰略管理學者，米勒教授是目前全球頂尖者中的頂尖者）。這里有一個有趣的小故事：陳明哲教授之前從未和米勒教授提到這三本中文書，但當米勒教授收到這套中文書稿并受邀撰寫推薦序后，他很快就發來了這篇推薦序。從他的推薦序中可以看出，他不僅非常了解書中的內容和思路，而且似乎他也懂中文！