核心竞争力的培养是保持企业竞争优势的关键

企业的持续竞争优势离不开核心竞争力,核心竞争力是企业在竞争中获胜的关键。关于核心竞争力,主要有两种学派:资源学说和能力学说,笔者认为能力是获得持续竞争优势的主要因素。企业一般通过两种途径来建立自己的核心竞争力:内部培养和外部获取。同时,企业还要加强对核心竞争力的培养和维护,只有这样才能持久地保持其竞争优势。     

基于核心技术竞争力的高新技术企业竞争优势构建

核心竞争力是企业持续竞争优势的源泉,高新技术企业的特点决定了核心技术竞争力是高新技术企业核心竞争力的关键。文章在分析高新技术企业和核心技术竞争力内涵的基础上,从如何培育核心技术竞争力和如何保持核心技术竞争力两个方面探讨了高新技术企业竞争优势的构建。     

浅谈企业核心竞争力

核心竞争力是企业竞争力的基础。一个没有核心竞争力的企业,也就不存在真实的竞争力。本文从竞争要素和竞争优势分析入手,对核心竞争力的有关观点进行了述评,然后对核心竞争力的内涵进行了再认识,并分析了核心竞争力的基本识别特征,探讨了核心竞争力与竞争优势间的传导、作用机制。笔者认为,企业竞争优势的来源一般有四个途径,即人无我有的专有资源、适当的生产经营规模、高超的竞争能力和棋高一着的竞争行动;核心竞争力是存在于企业内部的、能提供具有特异性或成本优势的关键性产品或服务的能力,或者能为企业带来持续竞争优势的能力组合;核心竞争力具有价值性、拓展性、独特性、动态性和根本性特征;从资源开始,到核心竞争力,再到竞争力,最后到竞争优势,反映着核心竞争力与竞争优势间的传导过程,也反映着企业的价值形成及其实现过程。     

论企业可持续竞争优势的形成

开放性的市场经济使得我国企业面临着经营环境的巨大改变,随着市场竞争日趋激烈,企业要想生存、发展、壮大,不仅要有自身的竞争优势,还必须将竞争优势持续下去。形成企业可持续竞争优势的关键是企业的核心竞争力和差别竞争力。     

企业党组织政治优势转化为竞争优势的途径和方法

本文主要围绕国有企业党组织政治优势转化成企业核心竞争力问题,展开讨论,先分析国有企业党组织政治优势的涵义,包括阶级基础雄厚、拥有政治核心地位和政治工作资源、拥有持续巩固以及拓展的组织资源三大方面,并提出将党组织政治优势转化成国有企业核心竞争力的三大途径和方法,最后进行全文总结.     

培育企业核心竞争力创造持久的竞争优势

企业核心竞争力是在企业无形和有形资源内部及相互之间长期和独特的相互作用过程中产生的,具有综合性、层次性、异质性、价值优越性和内在性的特点,是企业保持长久竞争优势的源泉.培育企业核心竞争力,只有以核心竞争力的生长点为中心,获得必要的资源并进行有效整合,才能实现.     

核心竞争力 企业资源有机组合的集束力

<正> 核心竞争力是企业持续竞争之源,没有核心竞争力的企业一定是一个没有竞争优势的企业,最终将被市场淘汰。正是看到了这一点,众多企业家们可谓挖空心思去发掘和培育自己企业的核心竞争力。一部分企业因拥有几项专利技术而对自己企业的核心竞争力盲目乐观;一部分企业因无技术及产品优势而盲目悲观,还有一部分企业坐拥优势资源而不知培育核心竞争力,错失竞争时机。这三种现象的出现,根本原因在于对核心竞争力理解错位。     

对竞争优势资源观悖论问题的探讨

企业竞争优势一直成为战略管理领域研究的热点问题。文章首先介绍了竞争优势的资源观,接着探讨了竞争优势资源观悖论的各种表现,最后对资源观的悖论问题进行了思考。     

培育核心竞争力提高企业竞争优势

在知识经济时代，技术创新纵深发展，市场竞争更加激烈，企业只有培育和壮大核心竞争力，方能长盛不衰。核心竞争能力不仅是企业竞争优势的源泉，而且也是企业参与市场竞争的一个主要驱动力。企业培育核心竞争力，必须合理整合企业的各种资源，加强内部控制，其中内部控制是重点，而人力资源开发又是内部控制中的关键。     

电信企业的核心竞争力

<正>核心竞争力是企业获取持久竞争优势的重要途径,也是企业谋求持续成长或长久生存的法宝。纵观世界范围内那些具有悠久历史或深远影响力的公司,无不具有明确的、区别于主要竞争对手的竞争优势。这些竞争优势的来源,除少数公司依赖于在垄断性资源方面的产权外,都可以归结于企业所拥有的核心竞争力。因此,分析构成核心竞争力的基础因素,并寻找培育核心竞争力的外部化的,具有可操作性的行为框架是提升电信企业竞争力、增强企业生存能力的重要手段。     

Human resources and sustained competitive advantage: a resource-based perspective

This paper integrates the theories and findings of micro-level organizational behaviour/human resource management research with the macrolevel resource-based view of the firm, specifically presenting a firm's human resources as an important potential source of sustained competitive advantage. Unlike practice-oriented discussions that assume the role of human resources as a source of sustained competitive advantage, we use the theoretical concepts from the resource-based view of the firm (Wernerfelt, 1984; Barney, 1991) to discuss how human resources meet the criteria for sustained competitive advantage in that they are valuable, rare, inimitable and non-substitutable. The implications for developing human resources as a source of sustained competitive advantage are discussed, particularly examining the role of HR practices and managers in this process.     

基于因果模糊的持续竞争优势研究

从一个崭新的视角,阐明独特性资源、缄默知识和核心能力具有因果模糊,进一步解释持续竞争优势的内在机理。通过说明因果模糊与企业持续竞争优势的四个隐含关系,对基于因果模糊的持续竞争优势在企业管理实践中的应用提出理论支持。     

The Inside Track: On the Important (But Neglected) Role of Customers in the Resource‐Based View of Strategy and Firm Growth*

abstract This paper argues for the important role of customers as a source of competitive advantage and firm growth, an issue which has been largely neglected in the resource‐based view of the firm. It conceptualizes Penrose's (1959 ) notion of an ‘inside track’ and illustrates how in‐depth knowledge about established customers combines with joint problem‐solving activities and the rapid assimilation of new and previously unexploited skills and resources. It is suggested that the inside track represents a distinct and perhaps underestimated way of generating rents and securing long‐term growth. This also implies that the sources of sustainable competitive advantage in important respects can be sought in idiosyncratic interfirm relationships rather than within the firm itself.     

The Surprising Duality of Jugaad: Low Firm Growth and High Inclusive Growth

Western theories on creativity emphasize the importance of access to resources and the generation of innovations as a source of sustainable competitive advantage for firms. However, perhaps the emphasis on slack resources and the firm as the level of analysis may be less appropriate for understanding the benefits of individual creative problem solving in resource-poor environments of the east; focusing solely on the firm is not sufficiently inclusive and may underestimate the benefits of creative problem solving under resource scarcity. Through an inductive interpretive case study of 12 problem solvers in the highly resource-poor environment of rural India, we identified the antecedents, dimensions and duality of outcomes for an Indian cultural source of creative problem solving called jugaad. Jugaad relies on assertive defiance, trial-and-error experiential learning and the recombination of available resources to improvise a frugal quick-fix solution. Our inductive framework provides new insights into the dual outcomes of creative problem solving from an eastern perspective; jugaad is unlikely to be a source of competitive advantage for firm growth but represents a source of enhanced wellbeing for inclusive growth.     

Sustaining Competitive Advantage Through Corporate Environmental Performance

This research investigates the relationship between a firm's environmental efforts and the sustainability of its competitive advantage by analyzing the effects of change in firm environmental performance on the persistence of profitability growth. We find that environmental resources allow a firm with superior financial performance to sustain its competitive advantage, and also complement the efforts of a poorly performing firm to hasten recovery from inferior financial performance. Our findings further indicate that firms attain such positive effects through enhanced profit margins resulting from improved environmental performance. Additionally, we observe that a corporate strategy of improving environmental performance demonstrates management's responsibility to maximize the shareholder wealth of a well‐performing firm. The results provide valuable insights to align environmental activities towards developing unique resources for sustaining the competitive advantage. The study provides an empirical support for creating economic value by benefiting the environment. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment     

Resource Configuration in Family Firms: Linking Resources, Strategic Planning and Technological Opportunities to Performance

abstract    We apply the resource-based view of the firm to the study of family firms by investigating how a family specific resource (reciprocal altruism) and a firm specific resource (innovative capacity) contribute to family firm performance. We then examine how the impact of these resources is moderated by strategic planning and technological opportunities. Our findings suggest that family firms can benefit from emphasizing the positive aspects of kinship and from developing innovative capacities. As such, we demonstrate that not only do firm specific resources contribute to family firm performance, but also that family relationships can be a source of competitive advantage for a family firm. In addition, we found a heightened importance of reciprocal altruism in environments rich in technological opportunities, and that strategic planning is more important for those family firms that lack innovative capacities.     

以知识为基础的企业理论的产生及其演进过程

以知识为基础的企业理论的理论渊源在于对企业竞争优势内生的考察,并依次经历资源决定论、能力决定论的理论演进过程,它强调企业竞争优势源于企业的默会知识。这一观点不仅对解释和预期企业行为提供了核心概念,而且对指导企业提升竞争优势的实践具有管理学意义。     

家庭资本：家族企业竞争优势的一个重要源泉

在资源优势理论与企业核心能力理论的基础上，本文着重探讨了，资金、技术、管理等都处于劣势的家族企业获得竞争优势的一个重要源泉是家庭资本(社会资本的一个子集)，家庭资本是家族企业潜在资产，不能直接产生竞争优势，但能创造与企业持续竞争优势更直接有关的资产。本文认为对于这些资产，或者仅仅只有家族企业能获得，或者家族企业比非家族企业更容易获得，因此这些家庭资本成为家族企业的独特资源优势，最终导致家族企业竞争优势的形成。     

The Resource-Based View of Competitive Advantage in Two-Sided Markets

abstract    Using two-sided markets as a specific market context, we show that cross-group network effects can turn the participants of a two-sided network into critical resources. In two-sided markets such as payment cards and personal computer operating systems, two groups of agents interact with each other via a common network platform; the value of joining the network for agents in one group depends on the number of participants in the other group. In these markets, resource heterogeneity is represented by different sizes of existing networks; resource accumulation possesses all five characteristics of asset-stock accumulation summarized by Dierickx and Cool. The unique resource accumulation process provides an isolating mechanism for large networks to sustain their resource and competitive advantages. Using two dynamic systems models, we show that resource heterogeneity (i.e. varying initial network sizes) is a source of sustained competitive advantage for two-sided networks and has significant impact on long-term competition dynamics. The findings illustrate the importance of incorporating market context in the research of the resource-based view of competitive advantage.