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1、戰(zhàn)略資源與核心能力的競爭,企業(yè)的深層次競爭,企業(yè)戰(zhàn)略內(nèi)在層次結(jié)構(gòu),柳茂平,“戰(zhàn)略本質(zhì)與企業(yè)戰(zhàn)略內(nèi)在層次結(jié)構(gòu)”,南開管理評論,2003.1.,基于資源理論的發(fā)展(Resource-Based View, RBV),在赫伯特斯賓瑟(Herbert Spenser)的“差異-整合”理論的基礎(chǔ)上, 1925年,英國古典派經(jīng)濟(jì)學(xué)家阿爾弗雷德馬歇爾(Alfred Marshal)提出了企業(yè)內(nèi)部職能的差異分工所造成的企業(yè)內(nèi)部知識和技能的協(xié)調(diào)成長論。 企業(yè)的異質(zhì)性(idiosyncratic, Heterogeneous )資源來源于: 企業(yè)內(nèi)部職能分工所帶來的知識積累和組織協(xié)調(diào),Edith Penrose
2、The Theory of the Growth of the Firms, 1959,集中研究:企業(yè)新知識促進(jìn)機(jī)制;企業(yè)知識積累機(jī)制。 知識的積累主要表現(xiàn) 在企業(yè)內(nèi)部化的結(jié)果 節(jié)約企業(yè)稀缺的決策能力或資源 促進(jìn)企業(yè)的成長 其他學(xué)者:科斯(Coase)、厄威克(Urwick)、古利克(Gulick) 核心能力的“知識觀”。,基于資源的戰(zhàn)略觀(Resource-Based View, RBV),波特競爭戰(zhàn)略理論被認(rèn)為忽視企業(yè)特質(zhì),比如, Cool和Jacobsen(1988)的研究指出,在美國醫(yī)藥行業(yè)中,處于同一戰(zhàn)略集團(tuán)的不同企業(yè)間的績效方面有顯著的差異, Rumelt(1991)則指出產(chǎn)業(yè)內(nèi)利
3、潤差異甚至比產(chǎn)業(yè)間差異還大。 RBV:80年代中期提出 中心論點(diǎn):企業(yè)競爭優(yōu)勢的源泉是企業(yè)所控制的戰(zhàn)略性資源 主要代表人物:沃納菲爾特(Wernerfelt, 1984);巴尼(Barney, 1991);格蘭特(Grant),Collis Intangible assets; Organizational capabilities.,David J. Collis和Cynthia A. Montgomery的戰(zhàn)略結(jié)構(gòu)模型:公司戰(zhàn)略的三角模型,Corporate Strategy,Businesses,Vision,Goals 與功能有關(guān)的能力(Functionality-Related Co
4、mpetencies), 包括能夠使企業(yè)提供獨(dú)特性的產(chǎn)品或服務(wù)的技術(shù)及能夠提供使顧客獲得與眾不同利益的產(chǎn)品的各項(xiàng)技術(shù)。,核心能力的管理(Hamel, 1994),核心能力的選擇 核心能力的構(gòu)建 組織內(nèi)外的知識積累與整合,組織學(xué)習(xí),更快、更廉價 外部借鑒或購買 某些技術(shù)與技能的創(chuàng)造、整合和吸收 努力的持續(xù)性 廣泛運(yùn)用、分?jǐn)倶?gòu)建成本 核心能力的展開與運(yùn)用 核心能力的保護(hù),核心能力的其他類似觀點(diǎn),梅耶(Meyer,1993)和厄特巴克(Utterback,1993)持基本相同的觀點(diǎn): 企業(yè)核心能力的強(qiáng)弱直接影響企業(yè)的績效 核心能力在更大的程度上就是在產(chǎn)品族創(chuàng)新的基礎(chǔ)上,把產(chǎn)品推向市場的能力 可分解為
5、四個維度:產(chǎn)品技術(shù)能力、對用戶需求理解能力、分銷渠道能力和制造能力 其他:多西(Dosi, 1992)、巴特爾和巴維特(Patel, Pavitt, 1994)、伽?。℅allon, 1995)、普隆塞浦(Prencipe, 1997)等人,Leonard-Barton核心能力的觀點(diǎn)(知識觀)Leonard-Barton, D. 1992, “Core Capabilities and Core Rigidities:A Paradox in Managing New Product Development”, Strategic Management Journal, 13(special)
6、: 111-125.,核心能力:識別和提供競爭優(yōu)勢的知識體系 core capabilities: a function of the firms ability to organize itself into a knowledge-creating system 識別標(biāo)準(zhǔn): 企業(yè)成員所掌握的知識和技能。 企業(yè)技術(shù)系統(tǒng)之中的知識。即企業(yè)成員知識的系統(tǒng)合成。 管理系統(tǒng)。 價值系統(tǒng)。 核心能力的基礎(chǔ)是知識,學(xué)習(xí)是提高核心能力的重要途徑,學(xué)習(xí)能力是核心能力的核心。,Leonard-Barton, 1992,Core competencies become institutionalized ove
7、r time and a part of the firms knowledge-creating system, produce hard-to-imitate expertise and thereby contributes to competitive advantage. But inflexibilities, or even core rigidities, core incompetencies can also be formed in this process.,基于資源觀的核心能力,代表人物:克里斯汀奧利佛(Christine Oliver) 認(rèn)為 核心能力是企業(yè)獲取并利
8、用具有戰(zhàn)略作用的特殊資源的獨(dú)特能力, 不同企業(yè)之間在獲取戰(zhàn)略性資源時決策和過程上的“異質(zhì)性”構(gòu)成了企業(yè)的核心能力。 戰(zhàn)略性資源的特征:稀缺性、獨(dú)一無二性、持續(xù)性、專用性、不可模仿性、非交易性、無形性、非替代性 資源識別、積累、儲存和激活,其它觀點(diǎn),Markides and Williamson (1994) define core competences as a pool of experience, knowledge, and systems that together can act as catalysts that create and accumulate new strateg
9、ic assets. Edlund (2001) “defined a core competence as a set of mutually reinforcing and complementary resources encompassing both technological and organizational components, which provide competitive advantage in a particular business”. Markides, C. C. and Williamson, P. J., “Related Diversificati
10、on, Core Competences and Corporate Performance,” Strategic Management Journal, Issue 15 (Special Issue Summer), pp. 149-165 (1994). Edlund, M., “Core competence building: The diversification of GE Medical Systems into ultrasound”, Working paper, Published and distributed by: Department of Innovation
11、 Engineering and Management Chalmers University of technology, May 2001.,基于能力的理論Sanchez R, Heene A. Managing Articulated Knowledge in Competence-Based Competition. Chichester: John Wiley and Sons, 1997.,在核心能力基礎(chǔ)上, 提出綜合動態(tài)性的、系統(tǒng)性的、認(rèn)知性的和整體性的能力概念, 把能力作為研究競爭戰(zhàn)略的基本理論框架。 能力是為幫助組織實(shí)現(xiàn)目標(biāo)協(xié)同各種資源配置的組織能力, 即能力的“知識觀” (
12、 knowledge-based view ) 或知識資本( intellectual capital)。 管理者認(rèn)知和組織學(xué)習(xí)(戰(zhàn)略變革動力)的能力, 決定了個體企業(yè)的資源稟賦,決定產(chǎn)業(yè)結(jié)構(gòu)的資源積累稟賦; 一個產(chǎn)業(yè)的企業(yè)在關(guān)鍵資源市場與產(chǎn)品市場的競爭與合作的同時存在并相互作用。,基于能力的理論:能力作為一個開放系統(tǒng),重視企業(yè)網(wǎng)絡(luò)和聯(lián)盟的作用, 快速配置臨時資源鏈以獲得短期市場機(jī)會的競爭優(yōu)勢。 企業(yè)不應(yīng)僅僅被描寫為原有經(jīng)濟(jì)實(shí)體或資源的積累體, 而應(yīng)被看做是一個有適應(yīng)能力和變異的有機(jī)體, 一個有自我組織能力的系統(tǒng)。 組織的整合性就是對作為系統(tǒng)的企業(yè)所有要素進(jìn)行排隊組合, 創(chuàng)造出在全企業(yè)得到支持
13、的戰(zhàn)略目標(biāo)與戰(zhàn)略手段。,基于能力的理論:能力的動態(tài)性,是環(huán)境與組織的變化與共同進(jìn)化的動態(tài)性, 是形成能力和基礎(chǔ)能力理論的主題, 其分析包括企業(yè)內(nèi)人員與團(tuán)隊的互動、企業(yè)與企業(yè)外資源提供者的互動、企業(yè)與顧客的互動、競爭對手與競爭伙伴的相互關(guān)系。 復(fù)雜動態(tài)的環(huán)境造成了不確定性, 使管理者的認(rèn)知產(chǎn)生了局限性。 管理者的認(rèn)知差異反映在制定目標(biāo)與整合、配置資源的差異, 進(jìn)而使擁有和使用相同資源的企業(yè)出現(xiàn)能力的差異。 知識與技能資源是關(guān)鍵的變量資源, 企業(yè)學(xué)習(xí)及獲得新能力的能力對在動態(tài)的市場中獲得競爭優(yōu)勢起著決定性的作用。,核心能力的識別標(biāo)準(zhǔn),整合性; 價值主體性; 延展性與靈活性; 組織性(緘默性)。 獨(dú)
14、有性:通過整合性、組織性等形成。,資產(chǎn)與核心能力,支持企業(yè)核心競爭力的五大類資產(chǎn) 顧客資產(chǎn),如品牌認(rèn)知、顧客忠誠等; 渠道資產(chǎn),如已經(jīng)建立的分銷渠道入口、分銷忠誠等; 投入要素資產(chǎn),如企業(yè)所投入的各種要素市場的知識、供應(yīng)商忠誠和融資能力等; 過程資產(chǎn),如技術(shù)產(chǎn)權(quán)、產(chǎn)品或市場確定性生產(chǎn)機(jī)制和組織體系等; 市場信息資產(chǎn),如已收集到的競爭者信息、需求量和需求彈性信息、市場對商業(yè)周期的反映等。,“對組織學(xué)習(xí)、核心競爭能力、戰(zhàn)略柔性與企業(yè)競爭績效的理論剖析與實(shí)證研究”,王永貴、張玉利、 楊永恒、李季, 南開管理評論,2003年第4期。,企業(yè)核心能力:技術(shù)能力、市場營銷能力和整合能力 技術(shù)能力:企業(yè)開發(fā)與
15、設(shè)計新產(chǎn)品和新流程的能力,包括技術(shù)訣竅、方法、程序、經(jīng)驗(yàn)和實(shí)體設(shè)備等理論與實(shí)踐知識以及企業(yè)的異質(zhì)技術(shù)資產(chǎn),主要與產(chǎn)品技術(shù)、過程技術(shù)、設(shè)計技術(shù)和信息技術(shù)有關(guān); 市場營銷能力:建立在對顧客的現(xiàn)實(shí)和潛在需求及其影響因素的深刻理解的基礎(chǔ)之上的,包括顧客需求、顧客通道和有關(guān)競爭對手的知識與能力等; 整合能力,即把相互關(guān)聯(lián)的、側(cè)重于技術(shù)的和市場的能力、信息和觀點(diǎn)整合起來的能力,以便在組織內(nèi)部和外部創(chuàng)造、轉(zhuǎn)移和組合知識,并快速有效地體現(xiàn)在產(chǎn)品當(dāng)中。,核心能力分解層次構(gòu)成圖寧建新著,企業(yè)核心能力的構(gòu)建與提升,中國物資出版社,2002年1月第1版,P11。,企業(yè)核心能力的診斷和評判研究,杜綱:從市場(11個指標(biāo)
16、)、技術(shù)(22個指標(biāo))、管理(17個指標(biāo))三個層面評價企業(yè)核心能力 郭斌針對技術(shù)型企業(yè),著重于技術(shù)創(chuàng)新,從戰(zhàn)略管理能力(12個指標(biāo))、核心技術(shù)能力(40個指標(biāo))、核心制造能力(26個指標(biāo))、組織/界面管理能力(13個指標(biāo))、核心營銷能力(3個指標(biāo))等五個維度共104個指標(biāo),同時考慮產(chǎn)業(yè)動態(tài)(5個指標(biāo))與企業(yè)績效(8個指標(biāo))對核心能力進(jìn)行診斷和評判 杜綱、程繼川等,“企業(yè)核心能力分析及其評價研究方法”,天津大學(xué)學(xué)報(哲學(xué)社會科學(xué)版),2000(1),P56-60。 郭斌、蔡寧,“企業(yè)核心能力審計-指標(biāo)體系測度方法”,系統(tǒng)工程理論與實(shí)踐,2001(9),P7-15。,能力的概念,能力(Capabi
17、lity):人運(yùn)用一組資源完成某一任務(wù)或活動的質(zhì)量和水平。 能力的運(yùn)用過程是: 人 運(yùn)用一組資源、 知識 開發(fā)、傳送、交換信息和知識 完成某一任務(wù)或活動(即價值活動)。,能力的構(gòu)成,核心能力的構(gòu)成柳茂平,“戰(zhàn)略本質(zhì)與企業(yè)戰(zhàn)略內(nèi)在層次結(jié)構(gòu)”,南開管理評論,2003.1,第3134,43頁。,企業(yè)戰(zhàn)略內(nèi)在層次結(jié)構(gòu),柳茂平,“戰(zhàn)略本質(zhì)與企業(yè)戰(zhàn)略內(nèi)在層次結(jié)構(gòu)”,南開管理評論,2003.1,第3134,43頁。,核心能力的構(gòu)成,資料來源:柳茂平、張子峰,“企業(yè)核心能力與戰(zhàn)略資源中的企業(yè)家式屬性”,工作論文,2004年6月10日。,提升資源的途徑Hamel Strategic Resources; Cus
18、tomer Interface; Value Network 三座橋梁:活動構(gòu)造;顧客利益;公司邊界 決定財富/利潤潛力的四個因素:Efficient; Unique; Fit; Profit Boosters,經(jīng)營模式(P.93, 121),顧客界面 滿足與支持 信息/洞察力 關(guān)系動態(tài) 定價結(jié)構(gòu),價值網(wǎng)絡(luò) 供應(yīng)商 合作者 聯(lián)盟,戰(zhàn)略資源 核心能力 戰(zhàn)略資產(chǎn) 核心流程,核心戰(zhàn)略 經(jīng)營使命 產(chǎn)品和市場范圍 差異化基礎(chǔ),效率 / 獨(dú)特性 / 匹配 / 利潤推進(jìn)器,顧客利益,公司邊界,活動構(gòu)造,經(jīng)營模式說明,活動構(gòu)造: 將戰(zhàn)略資源以獨(dú)特的方式整合(為結(jié)構(gòu)化的活動)以支持核心戰(zhàn)略; 戰(zhàn)略資源各構(gòu)成之間
19、的連接及其管理 顧客利益:實(shí)際提供給顧客的特定利益組合。 經(jīng)營觀念財富潛力的決定/評估因素(評估體系): 經(jīng)營觀念中關(guān)于傳遞顧客利益的效率(顧客對所得利益的評價超過利益的成本); 經(jīng)營觀念的獨(dú)特定(觀念層面和執(zhí)行層面均與眾不同的經(jīng)營模式); 匹配(建立起親密的血緣關(guān)系,Consanguinity),經(jīng)營模式說明:利潤推進(jìn)器,利潤推進(jìn)器:有十幾種,重要的是選準(zhǔn)一、兩種。分為四類: Increasing Return; Competitor Lock-Out; Strategic Economies; Strategic Flexibilities. 是(動態(tài))競爭模式,Increasing Re
20、turn,強(qiáng)者愈強(qiáng)的正向強(qiáng)化、弱者愈弱的負(fù)向循環(huán)強(qiáng)者獲得遞增的回報。 必須從三種力量中至少獲得一種; Network Effect 網(wǎng)絡(luò)價值的增加速度是網(wǎng)絡(luò)的節(jié)點(diǎn)(Node)和成員數(shù)量增加的平方; 豐富、龐大的網(wǎng)絡(luò)對后來的競爭者難以模仿,顧客也沒有轉(zhuǎn)換價值網(wǎng)絡(luò)的動因。 Positive Feedback Effect 常與收益遞增交互使用; 是善于利用市場反饋強(qiáng)化初期的地位,從而拉大與對手的距離。 Learning Effect 更早開始積累知識,與經(jīng)驗(yàn)曲線相同(學(xué)習(xí)與經(jīng)驗(yàn)有路徑依賴性) 學(xué)習(xí)速度更快,Competitor Lock-Out,將競爭者排除在競爭開始之前。至少三種手段。 先發(fā)制人
21、 應(yīng)用的產(chǎn)業(yè):收益遞增的產(chǎn)業(yè);科技快速發(fā)展、產(chǎn)品生命周期短的產(chǎn)業(yè)。 條件:偉大的產(chǎn)品;快速學(xué)習(xí)的能力;繼續(xù)投資的意愿;不給對手任何缺口。 壓制點(diǎn) 即點(diǎn)壓制:控制了必由之路,即可收取通行費(fèi)(對必備關(guān)鍵資源的排他性占有) 種類:技術(shù)標(biāo)準(zhǔn)(搶先標(biāo)準(zhǔn)化);對某些昂貴基礎(chǔ)設(shè)施的控制;與政府采購人員的人際關(guān)系;專利權(quán);某個黃金地段。 鎖定顧客 顧客忠誠度。不要讓顧客反感。(差異化、轉(zhuǎn)換成本),Strategic Economies Strategic Flexibilities,Strategic Economies:規(guī)模;集中;范圍 Strategic Flexibilities:資源組合的廣度;運(yùn)營敏
22、捷度;低盈虧平衡點(diǎn)。,創(chuàng)造經(jīng)營觀念創(chuàng)新的空間,經(jīng)營模式,運(yùn)營模式,政治模式,思想(Mental)模式,Strategic Management Journal, Vol. 18:7, 509533 (1997)DYNAMIC CAPABILITIES AND STRATEGICMANAGEMENTDAVID J. TEECE, GARY PISANO and AMY SHUEN,The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and comb
23、ining), shaped by the firms (specific) asset positions (such as the firms portfolio of difficult-to-trade knowledge assets and complementary assets), and the evolution path(s) it has adopted or inherited (P.509).,3 main frameworks for strategic management: DAVID J. TEECE, 1997, P.510,The dominant pa
24、radigm in the field during the 1980s was the competitive forces approach developed by Porter (1980). Strategic conflict approach (e.g., Shapiro, 1989), focusing on product market imperfections, entry deterrence, and strategic interaction, using the tools of game theory. “Strategic signaling”: “preda
25、tory pricing” (Kreps and Wilson, 1982a, 1982b), “l(fā)imiting pricing” (Milgrom and Roberts, 1982a, 1982b), “commitment”, “reputation” (Ghemawat, 1991), copetition (P.512). capturing entrepreneurial rents stemming from fundamental firm-level efficiency advantages.,DAVID J. TEECE, 1997, P.510RBV, or effi
26、ciency-based approach,Firms build enduring advantages only through efficiency and effectiveness. emphasizes firm-specific capabilities and assets and the existence of isolating mechanisms as the fundamental determinants of firm performance (Penrose, 1959; Rumelt, 1984; Teece, 1984; Wernerfelt, 1984)
27、.” recognizes but does not attempt to explain the nature of the isolating mechanisms. Another component of the efficiency-based approach-dynamic capabilities.,DAVID J. TEECE, 1997, P.510RBV, or efficiency-based approach,Elements of the approach can be found in Schumpeter (1942), Penrose (1959), Nels
28、on and Winter (1982), Prahalad and Hamel (1990), Teece (1976, 1986a, 1986b, 1988) and in Hayes, Wheelwright, and Clark (1988). This approach emphasizes The development of management capabilities, Difficult-to-imitate combinations of organizational, functional and technological skills.,DAVID J. TEECE
29、, 1997, P.515.,Dynamic capabilities to emphasize two key aspects: Dynamic - the capacity to renew competences; certain innovative responses Capabilities - adapting, integrating, and reconfiguring internal and external organizational skills, resources, and functional competences “innovating firm” “Sc
30、humpeterian competition”,Dynamic Capabilities DAVID J. TEECE, 1997, P.515.,“We define dynamic capabilities as the firms ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Dynamic capabilities thus reflect an organizations ability
31、to achieve new and innovative forms of competitive advantage given path dependencies and market positions” (1997, P.516).,The Origins of Dynamic CapabilitiesTeece, 1997, P.518,positions current specific endowments of technology, intellectual property, complementary assets, customer base, and its ext
32、ernal relations with suppliers and complementors. such as the firms portfolio of difficult-to-trade knowledge assets and complementary assets path resources the strategic alternatives available to the firm, and the presence or absence of increasing returns and attendant path dependencies.,The Origin
33、s of Dynamic Capabilities Teece, 1997, P.518,Process managerial and organizational processes routine, i.e., ways of coordinating and combining, or patterns of current practice and learning the first two are strategic factors, and the later one is organizational resource. three roles of managerial an
34、d organizational processes: coordination/integration (a static concept); learning (a dynamic concept); and reconfiguration (a transformational concept).,Positions Teece, 1997, PP.521-522,Technological assets. Complementary assets. Financial assets. Reputational assets. Structural assets. The formal
35、and informal structure of organizations and their external linkages have an important bearing on the rate and direction of innovation, and how competences and capabilities co-evolve (Argyres, 1995; Teece, 1996). Institutional assets. Public policies Market (structure) assets. Organizational boundari
36、es.,EXPLICATING DYNAMIC CAPABILITIES: ASSET SELECTION, COORDINATION, AND ENTREPRENEURSHIP IN STRATEGIC MANAGEMENT THEORYDRAFT, David J. Teece, August 2003,dynamic capabilities: The particular (non-immitability) capacity firms have to shape, reshape, configure and reconfigure those assets so as to re
37、spond to changing technologies and markets (P. 2) resources/competences - the firms operational capabilities (P. 6) systems integration function is still inherently managerial and entrepreneurial. It involves new combinations, and the requisite entrepreneurial services (P. 9),The Origins of Dynamic
38、Capabilities, Teece, 2003,Dynamic capabilities have multiple origins, may rooted: routinized behavior (or routinized processes), asset selection/investment choices, creative and differentiated entrepreneurial acts (P.10, 12).,Dynamic Capabilities Through Routinezed Processes , Teece, 2003, P.13.,rou
39、tines (or “processes”): essential element of dynamic capabilities (Teece, 1994, 1997). A particular routine can be the sources of competitive advantage. (P.14) Production routines: to sustain current operations; learning routines: designing to achieve improvement. Other scholars: they consist of ide
40、ntifiable and specific routines. Examples include product development routines, quality control routines, and technology transfer and knowledge transfer routines.,Dynamic Capabilities Through Intrapreneurship and Entrepreneurship, Teece, 2003,the ability not just to sense changing market and technol
41、ogical opportunities, but to seize them through effectuating “new combinations. (P.14) “Dynamic capabilities reside with the firms top management team and involve a significant element of entrepreneurial activity.” (P. 10) “Both intrapreneur and entrepreneur, the function senses new opportunities an
42、d engages the organization to seizing them are the essence of dynamic capabilities and are absolutely critical to the theory of strategic management.” (P.32),Dynamic Capabilities Through Intrapreneurship and Entrepreneurship, Teece, 2003,Intrapreneurship: Orchestrate internal assets; Entrepreneurshi
43、p: transact with the owners of external assets. “The entrepreneur need not be an individual; in the modern corporation it is a function.” (P. 31) The entrepreneurial function is: about getting things started, about finding new ways of doing things that work. It is about coordinating the assembly of
44、disparate (全異的) elements, getting “approvals” for non-routine activities.” (P. 10),Dynamic Capabilities through the External Orchestration of Assets, Teece, 2003,Alliance, Joint Venture, and Vertical Integration Decisions (P. 17) three elements of an integration (boundary choices) decision: Governan
45、ce Costs Configuration and Reconfiguration Costs and Benefits (P.18) Asset selection.,Asset “Selection” IssuesTeece, 2003,General Pure asset selection (investment) decision a “good business” or not (P.19) classes of assets: technological assets, complementary assets, financial assets, operational as
46、sets, and structural assets,Asset “Selection” IssuesTeece, 2003,Asset Selection and “Positioning” focused on non-tradable specific assets (P. 23). Making investment choices regarding complementary assets -Positioning (P. 24). Marketing decisions: a key dynamic capability. Real Options Growth options
47、, flexibility options, exit options, and learning options (Amran and Kulatikala, 1999, p.10-11),Corporate Entrepreneurship (簡稱CE)的中文用詞,“公司企業(yè)家精神” “公司創(chuàng)業(yè)” (Corporate Venture ?) “公司創(chuàng)業(yè)力” Entrepreneurship:企業(yè)家機(jī)能(日本學(xué)者池本正純,企業(yè)家的秘密,中譯本,1985年 ) 機(jī)制、功能 CE:公司企業(yè)家機(jī)能(公司的企業(yè)家式功能),企業(yè)戰(zhàn)略的研究熱點(diǎn)對公司企業(yè)家機(jī)能研究的逼近,超強(qiáng)競爭(R. A. DAven
48、i等,1994) 戰(zhàn)略創(chuàng)新、戰(zhàn)略更新 價值創(chuàng)新(Kim Given the definition of the zero-level (or ordinary) capabilities. highly patterned and routine in many respects. 動態(tài)能力的作用 (P.993): learned, patterned change routinebehavior that is learned, highly patterned, repetitious, or quasi-repetitious, founded in part in tacit know
49、ledge (P.991),Collis, 1994 ;Winter, Sidney G. (2003),Winter, Sidney G. (2003),An organizational capability a high-level routine (or collection of routines) together with its implementing input flows, confers upon an organizations management a set of decision options for producing significant outputs
50、 of a particular type (P. 991). organizational learning (higher-order capabilities) facilitate the creation and modification of dynamic capabilities for the management of acquisitions or alliances (P.994),動態(tài)能力與特殊問題特殊解決Winter, Sidney G. (2003), P.993, L. 8-21.,4 occasions for ad hoc problem solving,C
51、hanges are needed to carry a lower cost burden; Changes are sparse enough; Changes are expensive enough by dynamic capabilities; Most competing firms having similar dynamic capabilities (no rents coming from dynamic capabilities).,Deliberate Learning and the Evolution of Dynamic CapabilitiesMaurizio
52、 Zollo Sidney G. Winter, 2002,A dynamic capability is a learned and stable pattern of collective activity through which the organization systematically generates and modifies its operating routines in pursuit of improved effectiveness.,Two types of routineMaurizio Zollo Sidney G. Winter, 2002,The first type: involves the execution of known
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