追求原創雖為上策，然因各種限制，企業需藉由再脈絡轉移最佳實務。過去文獻分析相容性與在地化，理解水土不服的問題，然而對調適過程卻仍有待深入。跨國移轉時，從原地轉換到移入地會面對各式制約，如何發展出解決方案，是當前研究面臨的瓶頸，也是實務遭遇的困難。本文分析連鎖超商由日本轉移鮮食至臺灣的調適動態。學理上，點出在地調適的轉譯以及再脈絡的連貫性等觀念。解釋再脈絡取決於衝突邏輯的融合。實務上，本文點出再脈絡需考量由念舊原地、懷舊在地，進而融合創新於創舊。故此，轉換在地制約並非頭痛醫頭的回應，而是借力使力的轉譯。轉移前要先轉換認知，方可由衝突中找出融合的可能。由複製走向複合的思維，由抄襲轉向超越的心態。

Enterprises should strive for original innovation, but due to various constraints, they need to transfer best practices through recontextualization. As such, how local adaptation may facilitate smooth transfer of innovation becomes current literature’s attention. Although prior studies have examined compatibility and localization issues, while explaining approaches to overcome acclimatization problems, we still know relatively little about local adaptation process. In cross-nation transfer, moving innovation from the original domain to the recipient side inevitably have to confront many constraints. How could firms develop solutions for local adaptation? This issue becomes the bottleneck for current research, as well as difficulties facing practical implementation. This study examines the transfer process of fresh food products from Japan to Taiwan in franchise convenient stores, in order to understand the dynamics of local adaptation. Theoretically, this research highlights concepts relating to the translation within local adaptation and coherence of recontextualization. This elaborates that smooth recontextualization relies on cognitive conversion, and depends on synthesizing conflicting logics, so that innovation may be assimilated with the local memories. Practically, this study indicates that effective recontextualization requires the translation of nostalgia from the output side and recollects acquaintances in the local habitation. Therefore, converting local constraints should not be superficial responses, but should leverage the translation of local signals. This article points out that before innovation transfer, we need to change local cognition so that we may identify possible synthesis from conflicting situation. This entails a change from replication to hybridization mentality, and a shift from mimicry to transcendental mindset.

蕭瑞麟、廖啟旭、陳蕙芬，2011，「越淮為枳：從實務觀點分析跨情境資訊科技移轉」，資訊管理學報，18卷2期：131~160。(Hsiao, R. L, Liao, R., and Chen, H. F., 2011, “When Oranges Become Sour: An Analysis of Organizing Practice in Cross-Context Technology Adoption,” Journal of Information Management, Vol. 18, No. 2, 131-160.)
Acar, O. A., Tarakci, M., and Van Knippenberg, D., 2019, “Creativity and Innovation under Constraints: A Cross-Disciplinary Integrative Review,” Journal of Management, Vol. 45, No. 1, 96-121.
Aggerholm, H. K., Asmuß, B., and Thomsen, C., 2012, “The Role of Recontextualization in the Multivocal, Ambiguous Process of Strategizing,” Journal of Management Inquiry, Vol. 21, No. 4, 413-428.
Almandoz, J., 2014, “Founding Teams as Carriers of Competing Logics: When Institutional Forces Predict Banks’Rrisk Exposure,” Administrative Science Quarterly, Vol. 59, No. 3, 442-473.
Ansari, S., Reinecke, J., and Spaan, A., 2014, “How are Practices Made to Vary? Managing Practice Adaptation in A Multinational Corporation,” Organization Studies, Vol. 35, No. 9, 1313-1341.
Ansari, S. M., Fiss, P. C., and Zajac, E. J., 2010, “Made to Fit: How Practices Vary as They Diffuse,” Academy of Management Review, Vol. 35, No. 1, 67-92.
Bailey, M., 2016, “Absorptive Capacity, International Business Knowledge Transfer, and Local Adaptation: Establishing Discount Department Stores in Australia: Absorptive Capacity, Knowledge Transfer, and Adaptation,” Australian Economic History Review, Vol. 57, No. 2, 194-216.
Barab,S. and Luehmann, A., 2003, “Building Sustainable Science Curriculum: Acknowledging and Accommodating Local Adaptation,” Science Education, Vol. 87, 454-467.
Berchtold, S., Pircher, R., and Stadler, C., 2010, “Global Integration Versus Local Adaptation: A Case Study of Austrian MNCs in Eastern Europe,” European J. International Management, Vol. 4. No. 5, 524-549.
Bhagat, R. S., Kedia, B. L., Harveston, P. D., and Triandis, H. C., 2002, “Cultural Variations in the Cross-Border Transfer of Organizational Knowledge: An Integrative Framework,” Academy of Management Review, Vol. 27, No. 2, 204-221.
Boxenbaum, E. and Battilana, J. 2005, “Importation as Innovation: Transposing Managerial Practices Across Fields,” Strategic Organization, Vol. 3, No. 4, 355-383.
Brannen, M. Y., 2004, “When Mickey Loses Face: Recontextualization, Semantic Fit, and the Semiotics of Foreignness,” Academy of Management Review, Vol. 29, No. 4, 593- 616.
Brannen, M. Y., Liker, J. K., and Fruin, W. M., 1998, “Recontextualization and Factory-to- Factory Knowledge Transfer from Japan to the US: the Case of NSK” in J. K. Liker, W. M. Fruin, and P. S. Adler (eds.), Remade in America: Transplanting and Transforming Japanese Management Systems, First Edition, New York: Oxford University Press, 117-153.
D’Adderio, L., 2014, “The Replication Dilemma Unravelled: How Organizations Enact Multiple Goals in Routine Transfer,” Organization Science, Vol. 25, No. 5, 1325-1350.
Dalpiaz, E., Rindova, V., and Ravasi, D., 2016, “Combining Logics to Transform Organizational Agency: Blending Industry and Art at Alessi,” Administrative Science Quarterly, Vol. 61, No. 3, 347-392.
Feldman, M. S., Pentland, B. T., D'Adderio, L., and Lazaric, N., 2016, “Beyond Routines as Things: Introduction to the Special Issue on Routine Dynamics,” Organization Science, Vol. 27, No. 3, 505-513.
Ford, J. D. amd Ford, L., 1994, “Logics of Identity, Contradiction, and Attraction in Change,” Academy of Management Review, Vol. 19, No. 4, 756-785.
Galbraith, C. S., 1990, “Transferring Core Manufacturing Technologies in High-Technology Firms,” California Management Review, Vol. 32, No. 4, 56-70.
Gertsen, M. C. and Zølner, M., 2012, “Recontextualization of the Corporate Values of a Danish MNC in A Subsidiary in Bangalore,” Group & Organization Management, Vol. 37, No. 1, 101-132.
Glynn, M. A. and Lounsbury, M., 2005, “From the Critics’ Corner: Logic Blending, Discursive Change and Authenticity in A Cultural Production System,” Journal of Management Studies, Vol. 42, No. 5, 1031-1055.
Greenall, A. K. and Løfaldli, E., 2019, “Translation and Adaptation as Recontextualization: The Case of the Snowman,” Adaptation, Vol. 12, No. 3, 240-256.
Hsiao, R.-L., Wu, S. W., and Hou, S. T., 2008., “Sensitive Cabbies: Ongoing Sense-Making Within Technology Structuring,” Information and Organization, Vol. 18, No. 4, 251- 279.
Javidan, M., Stahl, G. K., Brodbeck, F., and Wilderom, C. P. M., 2005, “Cross-Border Transfer of Knowledge: Cultural Lessons From Project GLOBE,” Academy of Management Perspectives, Vol. 19, No. 2, 59-76.
Kostova, T., 1999, “Transformational Transfer of Strategic Organizational Practices: A Contextual Perspective,” Academy of Management Review, Vol. 24, No. 2, 308-324.
Kostova, T. and Zaheer, S., 1999, “Organizational Legitimacy under Conditions of Complexity: The Case of the Multinational Enterprise,” The Academy of Management Review, Vol. 24, No. 1, 64-81.
Lam, A., 1997, “Embedded Firms, Embedded Knowledge: Problem of Collaboration and Knowledge Transfer in Global Cooperative Ventures,” Organization Studies, Vol. 18, No. 6, 973-996.
Landau, C., Karna, A., and Sailer, M., 2016, “Business Model Adaptation for Emerging Markets: A Case Study of A German Automobile Manufacturer in India,” R&D Management, Vol. 46, No. 3, 480-503.
Leung, F. F., Tse, C. H., and Yim, C. K., 2020, “Engaging Customer Cocreation in New Product Development Through Foreign Subsidiaries: Influences of Multinational Corporations’ Global Integration and Local Adaptation Mechanisms,” Journal of International Marketing, Vol. 28, No. 2, 59-80.
Lewis, L. K. and Seibold, D. R., 1993, “Innovation Modification During Intraorganizational Adoption,” Academy of Management Review, Vol. 18, No. 2, 322-354.
Lounsbury, M. and Glynn, M. A. 2001, “Cultural Entrepreneurship: Stories, Legitimacy, and the Acquisition of Resources,” Strategic Management Journal, Vol.22, No.6/7, 545-564.
Malhotra, N., Zietsma, C., Morris, T., and Smets, M., 2020, “Handling Resistance to Change When Societal and Workplace Logics Conflict,” Administrative Science Quarterly, Vol. 66, No. 2, 475-520.
Meyer, K. E., Mudambi, R., and Narula, R., 2011, “Multinational Enterprises and Local Contexts: The Opportunities and Challenges of Multiple Embeddedness,” Journal of Management Studies, Vol. 48, No. 2, 235-252.
Morris, T. and Lancaster, Z. 2006, “Translating Management Ideas,” Organization Studies, Vol. 27, No. 2, 207-233.
O'Dell, A. and Grayson, C. J. 1998, “If Only We Know What We Know: Identification and Transfer of Internal Best Practices,” California Management Review, Vol. 40, No. 3, 154-174.
Peltokorpi, V. and Vaara, E., 2012, “Language Policies and Practices in Wholly Owned Foreign Subsidiaries: A Recontextualization Perspective,” Journal of International Business Studies, Vol. 43, No. 9, 808-833.
Pfeffer, J. and Sutton, R. I., 2006, Hard Facts, Dangerous Half-truths and Total Nonsense: Profiting from Evidence-based Management, 1st, Boston: Harvard Business School Publishing.
Purdy, J. M. and Gray, B., 2009, “Conflicting Logics, Mechanisms of Diffusion, and Multilevel Dynamics in Emerging Institutional Fields,” Academy of Management Journal, Vol. 52, No. 2, 355-380.
Ramus, T., Vaccaro, A., and Brusoni, S., 2017, “Institutional Complexity in Tubulent Times: Formalisation, Collaboration and the Emergence of Blended Logics,” Academy of Management Journal, Vol. 60, No. 4, 1253-1284.
Saka, A., 2004, “The Cross-National Diffusion of Work Systems: Translation of Japanese Operations in the UK,” Organization Studies, Vol. 25, No. 2, 209-228.
Seo, M.-G. and Creed, W. E. D., 2002, “Institutional Contradictions, Praxis, and Institutional change: A Dialectical Perspective,” The Academy of Management Review, Vol. 27, No. 2.
Szulanski, G., 1996, “Exploring Internal Stickiness: Impediments to the Transfer of Best Practice Within the Firm,” Strategic Management Journal, Vol. 17, 27-43.
Thomas, P., 2003, “The Recontextualization of Management: A Discourse-Based Approach to Analysing the Development of Management Thinking,” Journal of Management Studies, Vol. 40, No. 4, 775-801.
Tracey, P., Dalpiaz, E., and Phillips, N., 2018, “Fish Out of Water: Translation, Legitimation, and New Venture creation,” Academy of Management Journal, Vol. 61, No. 5, 1627- 1666.
Tyre, M. and Orlikowski, W., 1994, “Windows of Opportunity: Temporal Patterns of Technological Adaptation in Organizations,” Organization Science, Vol. 5, No. 1, 98- 118.
Värlander, S., Hinds, P., Thomason, B., Pearce, B. M., and Altman, H., 2015, “Enacting A Constellation of Logics: How Transferred Practices are Recontextualized in A Global Organization,” Academy of Management Discoveries, Vol. 2, No. 1, 79-107.
Walsham, G. and Sahay, S., 1999, “GIS for District-Level Administration in India: Problems and Opportunities,” MIS Quarterly, Vol. 23, No. 1, 39-66.
Westney, D. E. and Piekkari, R., 2020, “Reversing the Translation Flow: Moving Organizational Practices from Japan to the U.S.,” Journal of Management Studies, Vol. 57, No. 1, 57-86.
Winter, S. G., Szulanski, G., Ringov, D., and Jensen, R. J., 2011, “Reproducing Knowledge: Inaccurate Replication and Failure in Franchise Organizations,” Organization Science, Vol. 23, No. 3, 672-685.
Yin, R. K., 1994, Case study research: Design and Methods, 1st, Thousand Oaks, CA: Sage.
Yu, J. and Zaheer, S., 2010, “Building A Process Model of Local Adaptation of Practices: A Study of Six Sigma Implementation in Korean and US Firms,” Journal of International Business Studies, Vol. 41, No. 3, 475-499.
Zilber, T., 2006, “The Work of the Symbolic in Institutional Processes: Translations of Rational Myths in Israeli High-Tech,” Academy of Management Journal, Vol. 49, No. 2, 281-303.
Zott, C. and Huy, Q. N., 2007, “How Entrepreneurs Use Symbolic Management to Acquire Resources,” Administrative Science Quarterly, Vol. 52, No. 1, 70-105.