电子商务到企业转型英文文献和中文翻译(2)

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（4）一个人能否为企业制定具有可行性的战略，这决定了他是否能被公司所接收和容纳。制定的战略包括了具体的执行流程，战略外包和业务流程转型服务等各个方面，其中，后两者又是其中尤为重要的方面。

（5）战略和创新的“扎根性”的矛盾：关于这两者的讨论有很多，主要还是集中在由于随需应变的业务和在业务流程的强烈影响下所引起的自上而下的创新冲动行为。一个公司的管理层通常会通过对公司整体组织的CRM进行分析，并随之调整经营策略，从而来应对不断变化的市场形式。那么，企业接下来的问题就是在改变了战略的前提下，如何去沟通和实施新的企业文化，IT环境和组织模式。另外一种缺乏创意但是相对而言更为有效的方法是自下而上来进行整个改革行动。公司最底层的岗位，例如公司的服务台或者是投诉岗位的员工，从各个渠道收集公司内所有对公司不满的意见，意见主要包括员工在生产观察中遇到的一些无效的流程，工作效率底下和质量问题等等，然后逐步的向上级进行反馈。这在质量管理区域中被成为精益西格玛。这种方式在实施过程中，最为基本的问题是要采取一种直接有效的方法让员工看到他们的行为对公司产生的影响效果，以及如何促成他们之间的相互合作从而不断提升员工的技能。我们将这种方式称之为“接地气”，员工在日常工作中所积累的经验和想法都是可以成为企业变革和创新的最直接来源。但是，这其中的问题就在于，员工的建议可能更多的收到自身的知识程度还有自身情感的限制，建议中可能会带有很大的局限性，这就需要上一级的领导做到有效的筛选，从中提炼出最为有效的信息。

（6）信任管理和安全政策问题：给自身和合作伙伴创造额外价值，这是双方实现合作的必要条件之一。这就预示着，价值网的发展依赖于合作伙伴之间的信任程度，如果合作伙伴之一行为不可靠，或甚至有恶意行为，那么这个合作关系就很容易被破坏。因此，建立信任的合作关系是每个合作网络最为重要的操作问题。

基于以上的问题，我们提出了一个理论框架，来估计价值网成立的价值所在。通过这个框架，我们也提出了一个方法，解决了上述业务所存在的问题，从而创造一个总体价值更高的价值网络。

外文原文：Now that the first wave of excitement on e-commerce has subsided, and after the sobering experience of the dot-com bubble burst, there is a growing understanding that e-commerce is not about a different way of doing commerce, and e-business is not about a different way of doing business. E-Business is about doing business – in a better, more competitive and productive way. To improve business, one has to transform business and the processes that it uses.

Globalization of the world economy has led to an increased ability of companies to spread the planning, design, manufacturing and distribution functions of their products and services around the globe. Rapid technological advances and the complexity of the design and manufacturing of products in a wide range of industries (electronics, car manufacturing, aerospace, retail, etc.) have pushed to the modularization of corporate functions, see [1]. Modularization has led to increased autonomy of the modules functions even within the same multinational corporation. Moreover, as competition intensifies and becomes global, corporations are protecting what they consider as their core competencies. These competencies are also called in the literature the strategic differentiators of a company. In addition, they are willing to shed modules that are not differentiating them and are not competitive enough, and ally themselves with best of- breed companies that can supply the functionality of these modules in an optimal or near-optimal fashion. For example, when Mercedes-Benz planned their new sport utility vehicle assembly plant in Alabama, they structured the whole supply system into modules, and they assigned the entire driver’s cockpit as a module to a nearby plant owned by Delphi Automotive Systems, a spin-off of the General Motors Corporation (see [1]). Corporations are also willing to “mutate” their strategic differentiators to serve “nearby” markets, thereby taking advantage of innovation in their field and emerging new niche markets. The disaggregation of until now vertically organized