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单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,Viewer,李秋萍 高旋 李升泫 李 莉 李海哨 龚子君 彭博 云晓丹 黄端端,Reference,The core competence of the corporation,by C.K,Prahalad,and Gary Hamel,Dynamic Capabilities And Strategic Management,by David J,Teece,，,Gary Pisano And Amy,Shuen,inner-creating theory,competence-based theory,resource-based theory,The development of main strategy theory,outer-creating theory,the development of strategy theory,Dynamic,Capabilities,2,1,Core Competence,Competitiveness,advantages,competence-based theory,Pay attention to,Doubt,Why did Japanese corporations succeed with diversified strategy in business competition?,Opinion,Different concept of the corporation,SBU(GET),VS,Core,Competence(NEC,),(Strategic business unit),Example,Consider the last 10 years of GTE and NEC ?,GET VS NEC,Outline,Core concept,SBU concept of corporation,SBU mind-set Corporation Structure,Business,2,1,3,2,Business,1,1,3,2,cash,cash,Business,1,1,3,2,Corporation,Toxic side effects,Invent risk,Underinvestment,(,投资不足）,Imprisoned resources,Bounded innovation,Depend on OEM,(,贴牌生产）,Barriers to building core competencies,Related in product-market,get capital by effect,Pursue todays product,CORPORATION:,A portfolio of businesses,Spawn(,生产,) unanticipated products (NEC),Core competence,End,product,Core competence,Competitiveness of todays products (GET),In the long run ,which can provide more profit for corporation?,Short-term,Long-term,Core competence concept of corporation,Core competencies,are the collective learning in the organization ,especially w to coordinate diverse production skill and integrate multiple streams of technologic. (,协调整合,),by,Prahalad,& Hamel,notice,structure,Back,root,Trunk(,树干,),Small breach,Business,1,1,2,3,End products,Core,competences,4,3,2,1,Core product2,Core product1,Business,4,1,2,3,2,3,4,1,Business,2,1,2,3,Business,3,1,2,3,Basic,technologies,Competencies: The Roots of Competitiveness,Business unit,Structure of diversified corporation,2,3,1,Strategic,Steps,Strategic,Architecture,（构架）,Strategic,Intent,（意图）,Identify core Competences , Basic technologies and core products,clarify the corporations,goals,Improving the employees,Program strategies according to strategic architecture to create core competencies,Exploit the convergence,（融合）,of computing and communication,Competencies sever for computing, communications and components business,（计算，通信和元件业务）,Semiconductors(,半导体）,Industry Foresight,(,行业前瞻）,need,How to get competitive advantages,?,A map of future,How to build core competencies?,Restructure,Corporation structure,Strategic,Architecture,（构架）,Get basic technologies,Develop,Core product,Enter new business,Get licensing deal,(,经营许可）,alliances/acquisitions/recruitment,(,联盟,收购,招聘,),Invent oneself,OEM-supply,(,贴牌生产供应）,Leader in core competence,Build global brand umbrellas,（品牌伞）,advantages from core competencies brands chains Capital reputation,R&D department,Location department,Leaning organization,1,Provide potential access to a wide variety of market,2,Make a significant contribution to the perceived customer benefits of the end product,3,Should be difficult for competitors to imitate.,Identifying core competencies,Barrier to build core competencies,Imprisoned resources,Different Targets,Succeed in business competition,Competitiveness advantages,GET,Everything for,core competencies,Resource arrangement,base on Strategic invent,Base on many advantages,Invent risk,Contents,Definition,1,Framework,2,Conclusion,3,What is Dynamic capabilities?,the capacity to,renew competences,Dynamic,the key role of strategic management to match the requirements of a changing environment,.,Capabilities,Dynamic,Capabilities,What is Dynamic capabilities? (continue),Dynamic capabilities is the firms ability to,integrate,build, and,reconfigure,internal and external competences to address rapidly changing environment.,The essence of Dynamic capabilities,Dynamic,Capabilities,Processes,Positions,Paths,processes,Coordination/,integration,Learning,Reconfiguration/,transformation,Organizational processes,Coordination/integration,2,3,1,How efficiently and effectively internal coordination or integration is achieved is very important. (Aoki,1990),The way production is organized by management inside the firm is the source of differences in firms competence,Competence/ capability is embedded in distinct ways of coordinating,The replication,may be difficult,Learning,Characteristics 2,Characteristics 1,Learning involves,organizational as well,as individual skills.,The organizational knowledge,generated by learning activity,resides in new patterns of,activity, in “routines”, or a new,logic of organization.,What is learning?,Learning is a process by which repetition and experimentation enable tasks to be performed better and quicker, and new opportunities to be identified.,characteristics,In rapidly changing environments, how to sustain competence?,eg,. Benchmarking,Narcissistic,（自恋的）,organizations,Competitive,advantage impaired(,削弱,),Adopt the changing environment and sustain competence,Reconfiguration /transformation,Constant surveillance of markets and technologies and the willingness to adopt best practice,Reconfiguration/transformation,method,Position,Technological,Complementary,Financial,Market,Institutional,Reputational,Position,Specific assets,Path,A firms current position is often shaped by the path. And a firms previous investments and its repertoire of routines (its history) constrain its future behavior.,Technological opportunities are often fed by innovative activity itself. And the recognition of such opportunities is affected by the organizational structures that link the institutions engaging in basic research to the business enterprise.,Technological,opportunities,Path,dependencies,C,onclusion,Entry decisions must be made with reference to the competences and capabilities which new entrants have, relative to the competition.,Identifies likely entrants and their timing of entry.,Emphasizes on the internal processes that a firm utilizes and how they are deployed and how they will evolve.,C,onclusion,T,he competitive advantage is stemming from high-performance routines operating “inside the firm”, shaped by processes and positions. Distinctive competence is generally cannot be acquired; they must be built.,Thank You !,
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