MBA管理学dissertation：如何整合内部资源与外部资源是企业实现竞争力

With the rapid development of science and technology, industrial society is gradually transition to an information-based society. The key resources from the capital, labor transformed into information, knowledge. The rapid development of technology innovation, information, instant changing the uncertainties increase, while creativity and gain a competitive advantage in the 21st century, a powerful weapon, all of which enable enterprises to improve the efficiency of resource allocation feel to win competitive advantage more than ever large pressure. Therefore, enterprises in order to adapt to the new competitive environment, how to integrate internal resources and external resource is one of the keys to achieve competitiveness.
随着科学技术的高速发展，工业型社会正在逐步向信息型社会过渡。其关键资源也由资本、劳力转变为信息、知识。技术创新发展日新月异，信息的瞬间万变使不确定因素增多，而创造力又是21世纪获得竞争优势的有力武器，所有这些都使企业感到在提高资源配置效率、赢得竞争优势方面比以往有更大的压力。因此，企业为了适应新的竞争环境，如何整合内部资源与外部资源是企业实现竞争力的关键之一。

A concept of core competitiveness of enterprises
1 企业核心竞争力的概念

Core competitiveness of enterprises is a long-term enterprise's ability to gain a competitive advantage or that the competitiveness of enterprises to make those essential to maintain long-term stability of the whole enterprise a competitive advantage, to obtain a stable excess profits competitiveness. Is the enterprise-specific, can stand the test of time, malleable, and is difficult for competitors to imitate technologies or capabilities.
企业核心竞争力是一个企业能够长期获得竞争优势的能力或说是企业竞争力中那些最基本的能使整个企业保持长期稳定的竞争优势、获得稳定超额利润的竞争力。是企业所特有的、能够经得起时间考验的、具有延展性，并且是竞争对手难以模仿的技术或能力。

Shixian Liang said Mr. core competitiveness of enterprises in order to compete in the market to acquire and expand the power of the decisive advantage. It is the particular enterprise personalization of the product development process, it is not located in a place in the company, but the company is full of different research, development, production, procurement, storage and marketing departments. It often reflects the tacit knowledge accumulation. It is rooted in the enterprise intangible resources, unlike physical resources with the use of the wreck; rather, it is the crystallization of collective learning organization, will continue to process the application and sharing of improved and refined.
施先亮先生指出核心竞争力是企业借以在市场竞争中取得并扩大优势的决定性的力量。它是特定企业个性化发展过程中的产物，它并不位于公司的某一个地方，而是充斥于公司不同的研究、开发、生产、采购、仓储以及市场营销等部门。它往往体现了意会知识的积累。它是根植于企业中的无形资源，不像实物资源会随使用而折损；相反，它是组织中集体学习的结晶，将在不断的应用和分享过程中得到改进和精炼。

If we say that the competition in the market in the short term mainly reflected the competitive price and performance, then the long term, this competition is actually the core competitiveness of competition [1].   http://www.ukthesis.org/dissertation_writing/MBA/


Two characteristics of the core competitiveness of enterprises


In the "company's core competitiveness," a text integration, Hamel and Pula Bernhard cited three core competencies identified test: First, the core competitiveness of potential pathways into multiple markets. Secondly, the core competitiveness able to give the final product, customers can make a significant contribution to the perceived usefulness. Finally, the core competence should be difficult to imitate by competitors [2].

Barney core competence in the analysis whether the source of sustainable competitive advantage when presented as a competitive advantage based on the core competitiveness of four conditions: First, the core competitiveness should be valuable; two is the core competitiveness should is heterogeneous; three is the core competitiveness is totally not imitation; four is the core competitiveness should be difficult to replace in [2].


Comprehensive analysis of domestic and foreign scholars, I believe that the core competitiveness of the key features are as follows:


2.1 Imitability
Enterprise core competitiveness is not a single, explicit techniques, but mainly enterprise integrated and coordinated, implicit invisible on the management, organization, learning and other aspects of features, making it difficult to imitate the core competitiveness. It is the business through continuous accumulation, the formation of learning, is the enterprise after a long time of temper formed, deeply marked by their own imprint. Therefore, the core competitiveness of other enterprises difficult to imitate. A competitor may gain constitute the core competitiveness of certain technologies, however, competitors will find that replication formed the core competitiveness of the internal coordination and knowledge of integrated model is very difficult.


2.2 Value of
The core competitiveness of enterprises, customers have a unique value. For customers, the core competitiveness of the customer must be the value of the critical importance of the contribution, increase customer utility. For enterprises, the core competitiveness of enterprises to help create long-term initiative in competition for enterprises to create more than the industry average profit of excess profits.


2.3 Persistence
On persistence, can be understood from two aspects. On the one hand, the enterprise core competitiveness is not in the short term can be formed, but in the long-term business practice gradually formed and foster development. On the other hand, the core competitiveness once formed, will not lose in a very long time, the enterprise's core competitiveness and long-term survival experience of multi-generation products, and persistence of the core competitiveness of the stronger sustainability on profits higher.


2.4 dynamic
Enterprise's core competitiveness is not to establish once and for all. Different stages of development in the enterprise, and its core competencies are different. With the internal and external environment changes, the original core competitiveness is lost, and the need to create new core competencies. Enterprises should be based on changes in the environment, constantly updating and restructuring knowledge, skills and continuous learning to develop, maintain and enhance their core competitiveness.


2.5 Integrity
Core competence is the enterprise internal and external knowledge and skills to integrate out the unique advantage. This integration process is to enhance the quality of business processes, the formation of the core competitiveness. But it is not a simple combination of a department for the enterprise is not, nor is it for a single enterprise's internal integration, but rather refers to the operation of enterprises involved in the process all the upstream and downstream enterprises and enterprise itself, the integration of knowledge and skills. Core competence is the number of individual technologies and production skills through a complex synergy results. For any business, the leader's wisdom, employee loyalty, common values, corporate reputation and image, management and operation mechanism, the marketing idea, with suppliers and vendors as well as the relationship between the customer capital seemingly invisible, but they are the basis for the core competitiveness.


2.6 non-trading
It is the business from his past accumulated growth process generated, and enterprise technology, structure, culture and other unique characteristics closely reflects the firm-specific historical and cultural atmosphere. Its inestimable value, not like other corporate assets traded through market transformation.


2.7 Scalability
Can be applied to many different tasks simultaneously, enabling businesses in a wide range to meet customer's needs. That is, it must be able to constantly inferring a series of new products, with a strong and lasting vitality.

3 Enterprise Core Competence basic elements
Analysis of core competitiveness of enterprises in the constituent elements of the issue, the Chinese and foreign scholars have different views about the same.
Treatise on foreign scholars, few direct analysis of the core competitiveness of the constituent elements, the core competitiveness of their understanding of the concept, analyzes summarized their core competencies elements understanding. They put the core competitiveness of the constituent elements directly understood as technology, knowledge, skills, organization and management skills, culture or values, resources, R & D and marketing capabilities.
Fei Ming Sheng and so that technical capability is the core competitiveness of the core, in addition to response capability, strategic decision-making ability, organizational skills, marketing capabilities.


Dr. Cao Jigang that can be divided into two categories: technical and managerial capacities.
In analyzing this issue, I think we should in the enterprise, the role of external relations as a starting point, the focus is the same core competitiveness of enterprises forming close relationships with corporate internal activities, combined with the practice of Chinese enterprises, the core competitiveness of enterprises basic elements are divided into: human resources, innovation, management system, technical system, and values.


3.1 Human Resources
It includes employees on the constitution, intelligence, knowledge and skills of employees with the knowledge and skills of the overall quality of the structure. Core competencies are knowledge areas, and its essence is the organization formed to accumulate special knowledge, but knowledge as a special resource, who is an important carrier. Only through the core competitiveness of enterprise staff learning and innovation to get. How to play talent on the contribution of core competitiveness of enterprises and the organic integration of human resources and business together, the core competitiveness of enterprises the most important issue. Therefore, the company's human resources are the core competitiveness of enterprises formed the foundation.


3.2 Innovation Capability
Innovations include technological innovation, organizational innovation, market innovation, product innovation and system innovation. Innovation is the enterprise technology, human (physical) resources, management systems and corporate values ​​re-integration process. It is the core competitiveness of the key. A core competitiveness of the company, even if manufactured product looks very good, very much like the Marlboro company produces low correlation products, but it can take advantage of core competencies, the company as a whole flourished, expanding the original limitations competitive advantage in cigarettes.


3.3 Management System
Mainly provide products and services to customers in every aspect of the capabilities. Such as market responsiveness, market research, strategic decision-making capacity, R & D management, manufacturing management, marketing capabilities, service capabilities, and management, incentives, institutional system and so on. Good management system can be a variety of human and technical resources scattered effective centralized organization and coordination of the company's overall advantage to play together.


3.4 Technical System
Technical competence is an enterprise development and design of new products and the ability to process and integrate knowledge about the ability of the material world, including a series of supporting technology patents, know-how, methods, procedures, experience and facilities and equipment, consisting of technical specifications. Both recessive technology systems, including the dominant technology systems.


Technical system soundness directly affects the core competitiveness of enterprises and competitive advantage to keep updated. With the market competition and the rapid development of science and technology products and technologies greatly shorten the life cycle, accelerating the rate of replacement integration, enterprises can timely access to the latest technologies, products and market information, and quickly and accurately within the organization to pass, the processing is the core competitiveness of enterprises to maintain a prerequisite. Therefore, improvement of enterprise technology system is the formation of the core competitiveness of an important safeguard small papers.


3.5 Values
Values ​​are the core competitiveness of an enterprise intangible factors. Corporate culture and brand image formation process, are subject to the direct impact of corporate values. And the corporate culture itself is a business in the long process of development, the formation of total employees ideas, values ​​and norms of behavior manifestations. Values ​​are the core competitiveness of an enterprise intangible factors. Good values ​​can reduce internal conflict, to bring a cohesive corporate staff to focus on core competencies expand services. Values ​​updated core competitiveness of enterprises and innovative power, corporate values ​​only to keep pace with technological developments, even ahead of current technology trends, will enable the core competitiveness to maintain long-term competitive advantage.


4 Core Competence


4.1 Targeting
To nurture the unique core competitiveness, companies must clear direction and goals of their own efforts, only the target, clear direction, corporate resource allocation, use can be targeted to accelerate the cultivation of core competitiveness and growth advantage. Since the formation of the core competitiveness of the cost spent by larger and has a certain rigidity, a longer period may affect the operations, so the core competitiveness of enterprise culture in the choice of direction are more cautious, and often will be targeted at the most can affect the development prospects of the industry areas in order to enable enterprises to grasp the initiative in greater competition.


4.2 concentration of superior resources
Pooling of resources is to focus resources on business pending one or a few target business areas in order to maximize the effectiveness of resources, enhance the competitive advantage of a particular form core competitiveness. In fact, compared to the complex and volatile external environment, any company's resources are limited, any business is difficult in all business activities have become the world's most outstanding, the company has only to concentrate resources together to form together, will it be possible to achieve a breakthrough in the target areas, the formation of core competitiveness. Today many of the world famous big companies are limited to invite attention and resources to focus on some key business work, ahead of the competition in order to achieve the purpose.


4.3 technological innovation and management innovation, system innovation combined
Through self-development and a combination of mergers and acquisitions, building the company's core technology. In technological innovation, attention management and system innovation integration, update management philosophy, management methods, management tools and management systems to improve the management level. System is to maintain and develop core competitiveness of enterprises an important guarantee for the need to strengthen institutional development and innovation, to ensure maximize core competitiveness of enterprises [3].


4.4 continuous dynamic learning
Adhere dynamic continuous learning, knowledge and skills to improve the accumulation and reserves, is to develop and enhance the core competitiveness of the key. Rapid development in technology, knowledge update cycle is shortened, the changing external environment in the case, whether individuals or organizations are constantly falling behind their knowledge, the need for continuous dynamic learning, updating, and structural reorganization of knowledge and skills in order to maintain and enhance the core competitiveness [4]. Peter? Senge pointed out: The Future of the most successful companies will be a learning organization ---- a flexible, resilient, and continuously in order to learn to create a sustainable competitive advantage of the organization. Because the company's future only lasting advantage is the ability to learn than their competitors faster.


5 Conclusion
The core competitiveness of enterprises to obtain sustainable competitive advantage and foundation sources. With the gradual improvement of the market economy, the competitiveness of enterprises has entered a new historical stage, to enhance the competitiveness of enterprises, to build the core competitiveness of enterprises to become major issues facing enterprises. To enhance the competitiveness of enterprises must carry out institutional innovation and technological innovation, to create a learning organization, improve staff quality, and constantly create new competitive advantages. Only in this way, enterprises can economic globalization in an invincible position.