英文摘要 |
To sustain growth, organizations continue to benchmark industry’s best practices and anticipate to achieve the ideal of “successors excel the predecessor” through recontextualization. In terms of how primary innovation is localized, previous literatures focused on the issue of compatibility, replication, alignment and legitimacy, rather than paying attention to conflict resolution within adaptation. The article analyzes the project of merchandise transfer from Japan to Taiwan in a multinational corporation, by means of observing how local adaptation respond to the adoption gap between two places. In theory, the article analyzes the concept of translation in local adaptation. Recontextualization requires us to interpret local cues so as to resolve constraints within adaptation. This study indicates that the essence of recontextualization is not about the breadth of replication or the degree of authenticity, nor about the constrained decision between standardization or localization. Rather, it is concerned with discreet balance of keeping which elements from the provider and deleting which elements from the recipient, in order to identify redesign alternatives. In practice, complete replication might induce the risk of mutual exclusion while mere localization could impose restriction on the redesign. To overcome incompatibilities, firms need to understand how to identify local signals to turn mutual exclusion into reciprocal complementarity. The issue of local translation reminds that innovators could achieve this subtle balance so that recontextualization could replicate without counterfeit, surpassing rather than plagiarizing. |