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1、企業(yè)動(dòng)態(tài)戰(zhàn)略能力決定因素分析(Analysis of determinants of firm dynamic strategic capabilities)Analysis of determinants of firm dynamic strategic capabilitiesDynamic strategic ability of enterprises refers to an enterprises overall development process and its formation, and with the continuously changing market env
2、ironment or in a dynamic environment, enterprises can create higher than the market value of the strategy, to obtain sustainable competitive advantage; and any other existing and potential competitors are not in the short term, the successful implementation of these this strategy, its strategic capa
3、bility is unique, the short term can not be imitated or copied, it can be considered as having dynamic strategic ability of the enterprise. It is the accumulation of knowledge in the process of enterprise growth, including technology, management, mechanism, resources, capabilities and many other asp
4、ects. Enterprise strategic management needs to be carried out in a dynamic form, and a dynamic strategic capability will be formed within the company. The key to the success or failure of enterprises lies in the level of the cultivation or application of dynamic strategic capabilities, and whether t
5、his strategic capability can be implemented in a dynamic manner. Therefore, it is of great practical significance for enterprises to study the sources or major determinants of dynamic strategic capabilities.Dynamic environmentDynamic environment refers to the enterprises macroeconomic environment (i
6、ncluding political, economic and social environment), differences in industry environment, the internal environment of the enterprise, with the change of time, the market competition in the form and content of it, the environment is in the dynamic and uncertainty of a complex state, the the main fea
7、ture is the dynamic change. Under the circumstance that the enterprise operation environment becomes more dynamic and complicated, the problem of enterprise strategy formulation, selection and management becomes the key problem. First, the dynamic environment changes the strategic content of the ent
8、erprise (including the scope of operation, resource allocation, competitive advantage); secondly, changes in enterprise strategy can also lead to changes in the internal and external environment of the enterprise.Because the enterprise is always in the fierce competition and dynamic economic environ
9、ment, the dynamic environment of the enterprise has a significant impact on the acquisition and development of competitive advantage and the formation of its dynamic strategic ability. First, important changes have taken place in the environment for enterprise development. This change may be a sudde
10、n social, economic and technological change, this change originally broke the balance of the market; second, any external environment of the enterprise itself does not change, but the understanding of environmental characteristics have changed the operating conditions and ability to change or enterp
11、rise; third, the combination of the above two. Strategic management itself is the management of all kinds of environmental changes in a dynamic environment, and the dynamic strategic management through change. Because of the dynamic and changeable environment, the influence of industrial environment
12、 on the acquisition and maintenance of enterprise strategic capability depends on the variability of itself, and the variability among different industrial environments is quite different. The influence of different industry environment conditions on strategic capability is different. Generally spea
13、king, every enterprise is in the external dynamic environment, and the macro environment mainly influences the enterprise through the industrial environment. The industrial environment with respect to the macro environment, with more and more direct impact on individual enterprises, this is due to t
14、he macro environment generally do not directly affect the decision and performance of individual enterprises, but indirect impact or effect of the development of the industry environment. As a result, the dynamic environment in which the enterprise is situated is the external condition for the forma
15、tion of the firms dynamic strategic capabilities.Two, enterprise core competenceWhat are the factors that determine an enterprises competitive advantage? Prahalad and Hamel considered the core competence of enterprises. What is called core competence is the accumulation of knowledge in the organizat
16、ion, especially about how to coordinate the different production skills and combine the knowledge of various technical schools. This capability is not limited to individual products, but rather to a range of products or services that have a competitive advantage. In this sense, core competencies are
17、 not only beyond any product or service, but also likely to exceed any of the companys business segments. Core competencies are more durable than any product or service. Since core competencies can contribute to the competitive edge of a range of products or services, the ability to build core compe
18、tencies ahead of competitors can have a fundamental impact on the long-term development of the business. Only the establishment and maintenance of core competencies can ensure the long-term viability of the company. Because core competence is the source of future product development and the root of
19、competitiveness.Therefore, the profit is important, the market share is more important; the market share is important; the competitive advantage is more important; the competitive advantage is important; the core competence of the enterprise is more important. The core competence of enterprises in o
20、rder to create a strategic capability, a dynamic strategic ability to expand market share, in order to make an enterprise that. Therefore, enterprise core competence is the real source of dynamic strategic capability, market share and enterprise profit.Three, dynamic capabilitiesDynamic capability,R
21、efers to the ability of an enterprise to maintain or change its basic capabilities as a strategic capability (Teece, Pisano, and, Shuen, 1992:Teece, Rumelt, and, Winter, 1994). The new concept of dynamic capability has been put forward, and its theory has been greatly developed. Teece and other scho
22、lars believe that enterprises with limited dynamic capabilities can not cultivate strategic capacity, competitive advantage, and the source of strategic ability to adapt to the development of time, enterprises will eventually lose their survival basis. Companies with strong dynamic capabilities can
23、change their resources and capabilities over time, and can tap new market opportunities to create a new source of strategic capabilities. The dynamic capability theory is the ability to change the capability of an enterprise. In essence, the dynamic capability of an enterprise is a pioneering capabi
24、lity, and it emphasizes the inertia of the ability in pioneering power. It pays more attention to the dynamic efficiency of enterprise. Pioneering power provides a long-term basis for the strategic capabilities of an enterprise by promoting innovation and creating new rules and capabilities. In turb
25、ulent environment, dynamic ability advocates establishing pioneering learning ability. Pioneering learning ability is to focus on change learning to provide new strategic ideas to enterprises for a long time. It shows less dependence on the path, and shows the research process based on trial and err
26、or and the ability to establish new capabilities and rules.As an organic combination of internal knowledge, absorptive learning, or introduction of knowledge, dynamic capabilities of enterprises emphasize the ability to absorb knowledge (including resources, capabilities and opportunities) from an e
27、xternal approach. Absorptive knowledge plays a bridge between the internal and external resources and capabilities of an enterprise. Dynamic capabilities are flexible by opening up, reducing the rigidity of capabilities. In essence, dynamic capabilities exhibit a dynamic non-equilibrium state. In th
28、e hyper competitive environment in a constantly changing, the ability to continuously culture, development, utilization, maintenance and discard, this is where the essence of dynamic capability, namely through innovation and obtains a series of short-term strategic capabilities as a whole reflects t
29、he enterprise sustainable strategic ability.Four, continuous innovationIn a dynamic competitive environment, the real strategic capabilities of an enterprise must be able to withstand the test or test of a long-term and dynamic environment. This is because the success of an enterprise or the acquisi
30、tion of its strategic capabilities can not only depend on the positioning of a certain point of time (market positioning or resource positioning), but should look at the overall performance or performance of an enterprise in the long run. Like a war, the capture of one city, one place, or the victor
31、y of a campaign does not mean anything. The final victory of war depends on the long-term and overall results.In a dynamic environment, if the enterprise has only one strategic capability and is unable to create new or dynamic strategic capabilities, then the enterprise will be difficult to survive
32、in a turbulent environment. In a dynamic environment, companies are required to anticipate or understand changes in the environment and react quickly. And should be based on its own or control of strategic resources, core capabilities, dynamic capabilities, the use of various market opportunities fo
33、r sustained innovation, beyond its environment and market competition. Through sustained innovation, constantly surpass their own, from its existing advantages, quickly converted to new competitive advantages, more than competitors enterprises, thereby obtaining the dynamic strategic ability based o
34、n its overall development. The real advantage of competition is that there is no competitive advantage. The best way to avoid competition is to create and monopolize one area. That is to say, enterprise dynamic strategic ability originates from durative innovation. Therefore, sustainable innovation
35、is the only way for enterprises to develop their strategic capabilities.Five, learning abilityLearning ability is the sum of learning motivation, learning perseverance and learning ability. Employees must have strong learning ability to learn faster than competitors, so that they can obtain the only
36、 lasting competitive power. Because the only lasting strategic ability of an enterprise is the ability to learn faster than your competitors. The formation of dynamic strategic ability of enterprises cannot do without the knowledge innovation, accumulation, transfer and sharing, which requires enter
37、prises should become a learning type enterprise and knowledge type enterprises, increase in continuous practice in enterprise asset specificity and implicit inimitability knowledge etc. In the new era of competition, rely on the abundant resources and large scale and can not guarantee that the enter
38、prise can gain the chance of survival and development in the market, learning ability is the breakthrough survival negative pattern and realizing the fundamental of sustainable development, only the importance of learning, study hard, the enterprise can adapt to major changes have taken place in the
39、 market. In order to obtain sustainable strategic ability.In a dynamic environment full of uncertainties, the key to an enterprises strategic ability is how to make use of what it has and how quickly it can acquire new knowledge. The reason why real enterprises are so short lived is that enterprises
40、 are deficient in their ability to learn,This kind of flaw causes the enterprise to be unable to respond promptly when the environment changes, thus has seriously affected the organization existence and the development. While effective enterprise learning takes place and continues in a certain context, ho
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