来自上市公司面板数据的企业核心能力测度

有效地计量企业的核心竞争力,是寻找如何提高企业竞争优势的前提条件。本文以2006—2010年深、沪两市有代表性的上市公司为研究对象,创造性地运用动态综合测度方法,通过对企业在较长时间序列里所表现出的价值性、成长性、稳定性进行计量,进而对企业核心能力的高低进行评价,以此来判断企业核心能力的强弱,并通过分析各测度指标和企业核心能力之间的关系,探讨提升企业核心能力的路径和方法。     

The Chinese Enterprise Core Ability Measure Research: Based on Listed Dvnamic Panel Data Analysis

有效地计量企业的核心竞争力,是寻找如何提高企业竞争优势的前提条件.本文以2006-2010年深、沪两市有代表性的上市公司为研究对象,创造性地运用动态综合测度方法,通过对企业在较长时间序列里所表现出的价值性、成长性、稳定性进行计量,进而对企业核心能力的高低进行评价,以此来判断企业核心能力的强弱,并通过分析各测度指标和企业核心能力之间的关系,探讨提升企业核心能力的路径和方法.     

企业核心能力测度:理论基础及方法改进

<正> 一、企业核心能力测度的内涵与特点 企业核心能力测度是指以企业战略与企业能力理论为基础,运用多种数量分析方法和技术,对企业核心能力的性质、内容、要素及其变化进行多层次、多维度的分析(如下图所示)。     

我国上市公司购并研究

公司购并模式与企业、产业发展的规律具有内在联系。我国上市公司购并从初始便以混合购并为主要形式,不仅购并后绩效不佳,也与企业、产业发展的规律相背景。本文综合竞争战略理论和核心能力理论,建立我国上市公司购并战略选择模型,以销售额增长率代表企业外部市场能力,以创值率代表企业内部核心能力,在平面直角坐标系中描述企业在竞争优势和核心能力的不同情况下,我国上市公司不同购并模式的选择,并对模型中的两个参数提出定量化计量思路。     

论再融资与企业核心能力的培育

我国上市公司一直热衷于再融资，但再融资资金使用效率普遍较低，大量资金闲置浪费。核心能力是企业在激烈的竞争中拥有持续竞争优势的力量源泉，而企业核心能力的培育需要以充足的资金作保障。笔者认为，我国上市公司应将再融资资金运用于核心能力的培育。     

我国上市公司混合购并战略的权变选择

公司购并模式与企业、产业发展的规律具有内在联系。我国上市公司购并从初始便以混合购并为主要形式 ,不仅购并后绩效不佳 ,也与企业、产业发展的规律相背离。文章综合竞争战略理论和核心能力理论 ,建立我国上市公司混合购并战略选择模型 ,以销售增长率代表企业外部市场能力 ,以创值率代表企业内部核心能力 ,描述企业在竞争优势和核心能力的不同情况下 ,企业混合购并战略的权变选择。     

基于格力电器的财务报表分析

以上市公司格力电器为样本,从偿债能力、资产运营能力、获利能力和成长能力四个方面,以财务指标分析为基础,横向和纵向分析交错,对企业的财务报表进行深入分析,透视企业的经营策略和发展战略。     

浅议上市公司财务报表分析

作为一家上市公司，企业的偿债能力与获利能力是财务分析的核心指标。     

东北地区企业自主创新能力测度研究——国有企业创新能力测度体系的构建

东北地区国有企业自主创新能力测度具有区别于其他地区和企业类型的特殊性,因此,需要构建一套更具针对性的测度体系来衡量企业自主创新能力。本文将企业自主创新能力测度的一般方法与东北地区国有企业与自主创新能力相关的特性结合起来,构建了一个新的测度体系,以此为建立测度模型和实证分析奠定基础。     

房地产行业上市公司财务分析

文章通过介绍财务指标分析的方法,分别从四个方面对房地产上市公司进行了定量分析,得出结论:虽然目前房地产行业发展势头强劲,盈利能力较强,对投资人和债权人的利益有一定保障,但是其财务状况仍不容乐观,企业管理者仍应继续提高其偿债能力和营运能力,努力降低企业的财务风险,增强企业全部资产的营运效率,这样才能使企业在激烈的市场竞争中立于不败之地。     

组织能力与顾客价值的匹配模型及其实证研究

顾客价值的创造潜力是顾客选择供应商的主要指标,其来源于企业所拥有的组织能力。以长三角地区企业为数据来源,对组织能力与顾客价值的概念匹配模型进行实证分析的结果表明,交易经济价值受到以效率为导向的能力、以价值创新为导向的能力的正面影响,但受前者的影响更大;关系附加价值受到以效益为导向的能力、以价值创新为导向的能力的正面影响,但受后者的影响更大;网络未来价值仅受到以价值创新为导向的能力的正面影响。     

基于层次分析法的我国大型企业原始创新能力评价研究

从原始创新投入能力、产出能力、核心能力、实施能力和原始创新环境支撑5个角度对大型企业原始创新能力进行评价。通过应用层次分析法构建大型企业原始创新能力评价指标体系,得出大型企业原始创新能力相关要素排序。根据排序结果,总结出影响大型企业原始创新能力的主要因素。     

The semiconductor silicon industry roadmap: Epochs driven by the dynamics between disruptive technologies and core competencies

The resource-based perspective has done much to identify idiosyncratic firm attributes that may be a principal source of competitive advantages. Unfortunately, there has been little systematic industry evidence to support the strategic importance of core competence, nor has there been much work on the temporal or cumulative nature of core capabilities within an industrial setting. Further, little or no research has been performed demonstrating how the advent of technological discontinuities or disruptive technologies plays a part in creating epochs in technology competency development and the roadmap of an industry. In this study, we analyze the evolutionary and cumulative nature of core capabilities and their interactions with technological discontinuities from a market-driven perspective. We have studied the evolution of 167 firms through the 50-year history of the semiconductor silicon industry. Over time, there were several structural shifts in the necessary competencies through the advent of disruptive technologies. In the last 30 years, however, the change in the required competencies has been more cumulative in nature. We summarize this in a roadmap detailing the epochs in the semiconductor silicon industry.     

Some Determinants of Core Competencies: Evidence from a Binary-Logit Analysis

Despite the increasing recognition of the salience of core competencies in the process of competition, the notion of core competencies has remained largely ambiguous in the literature. Neither is it clear what strategies, institutions, and resources are necessary for developing and sustaining core competencies. This paper uses the binary-logit model to explore the determinants of core competencies, and identifies investment in intangible assets, marketing/promotional activities and firm size as significant determinants of core competencies. An evaluation of the technology strategies of two competence-seeking firms also points to the increasing salience of intangible assets, decentralization/globalization of the R&D function, and the intensive search for knowledge and capabilities.     

Building Core Competencies in Crisis Management Through Organizational Learning: The Case of the French Nuclear Power Producer

Drawing from the resource-based theory of the firm, we develop a conceptual framework to show how organizational learning helps companies build a set of embedded knowledge assets (core competencies). The evolution of the core competencies over time depends on the ability of the firm to maintain a high level of organizational learning. In this article, we take the case of the French nuclear industry to illustrate how the most powerful French electricity producer and supplier, EDF, had succeeded, for 20 years, in building a core competence in nuclear risk and crisis management. Referring to the future deregulation of the European electricity market and the fierce competition of substitute resources of energy, the article shows that nuclear safety is a crucial issue for the survival of EDF and the European nuclear industry. We explore how EDF has learned from Three Mile Island in 1979 and Chernobyl in 1986 to improve and enrich continuously its core competence in risk and crisis management. We distinguished three phases in the learning process of EDF: the technical phase (1977–1982), the human phase (1982–1989), and the cultural phase (1989–1995). Each phase is analyzed as a step toward a greater awareness of the multidimensional nature of risk and crisis management.     

Some Determinants of Core Competencies: Evidence from a Binary-Logit Analysis

Despite the increasing recognition of the salience of core competencies in the process of competition, the notion of core competencies has remained largely ambiguous in the literature. Neither is it clear what strategies, institutions, and resources are necessary for developing and sustaining core competencies. This paper uses the binary-logit model to explore the determinants of core competencies, and identifies investment in intangible assets, marketing/promotional activities and firm size as significant determinants of core competencies. An evaluation of the technology strategies of two competence-seeking firms also points to the increasing salience of intangible assets, decentralization/globalization of the R&D function, and the intensive search for knowledge and capabilities.     

The Competence Pyramid: A Framework for Identifying and Analyzing Firm and Industry Competence

The core capability and competence perspective is respected by both academics and practitioners. The efficacy of this strategic orientation is dependent on a firm's ability to identify its specific technological competencies and managerial capabilities and match these strengths with the assets necessary to gain competitive advantage in the firm's chosen markets. Here a systematic process for the identification of competencies and capabilities present within a firm and those competencies and capabilities needed for development of competitive advantage in an industry is presented. This system uses a pictorial representation referred to as the competency pyramid. The competency pyramid assists with the implementation of a strategy based on the core competency perspective; by assisting a firm in understanding which competencies they currently posses and which they require for success in the markets they have targeted. The use of the competency pyramid is illustrated using both service and manufacturing examples.     

R&D Corporate Planning: Selecting the Core Technological Competencies

This paper deals with the selection of a firm's technological competencies on which to concentrate development efforts in a long term view. The perspective is that of corporate R&D which has to identify the technological competencies relevant to future competition and select those core for the firm. This process faces a major challenge, especially to put together different issues relevant to the problem: identify future scenarios and predict how new industries will be shaped, evaluate the potential of future markets, estimate the role and relevance of the technologies involved, identify a balanced set of technologies. This paper proposes a comprehensive methodology to support the process of selection of core technological competencies.     

企业多元化经营的业务选择

The strategy of diversification has become an important approach to enterprise development. A successful diversification strategy depends mainly on the correct business choice. Before choosing a new business, we must identify the core competencies of the enterprise and research the attraction and critical success factors of the target business. Then we should make sure whether the core competencies match the critical success factors or not.The new business should be useful for cultivating sustainable competitive advantage.     

Business Choice of Enterprises’Diversification

Diversification strategy is a growth behavior adopted forthe long-term development of the enterprises when theyreach a certain stage. The success of a planned diversifica-tion strategy depends mainly on the correct businesschoice. Nevertheless, it is very difficult for a corporation todecide which business should be chosen. I.TheEvolution of theapproach of businesschoiceIn his 1980s’ books entitled, Competitive Strategy andCompetitive Advantage, Porter. Michael E. analyzed thecompetitive …