领导能力(1)

©2003SouthwesternPublishingCompany1TheInternalEnvironment:Resources,CapabilitiesandCoreCompetenceMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter32StrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter13StrategicEntrepreneurshipChapter6Corporate-LevelStrategyChapter9CooperativeStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies3SustainabilityofaCompetitiveAdvantage競爭優勢之持久性Sustainabilityofacompetitiveadvantageisafunctionof:–therateofcore-competenceobsolescenceduetoenvironmentalchanges老化速度–theavailabilityofsubstitutesforthecorecompetence替代品–theimitabilityofthecorecompetence複製4ExternalandInternalAnalysesGeneralEnvironmentSocioculturalTechnologicalIndustryEnvironmentCompetitorEnvironmentBystudyingtheexternalenvironment,firmsidentifywhattheymightchoosetodoOpportunitiesandthreats5ExternalandInternalAnalysesBystudyingtheinternalenvironment,firmsidentifywhattheycandoUniqueresources,capabilities,andcorecompetencies(sustainablecompetitiveadvantage)ExternalandInternalAnalyses6ChallengeofInternalAnalysisHowdoweeffectivelymanagecurrentcorecompetencieswhilesimultaneouslydevelopingnewones?現有與新核心能力Howdoweassemblebundlesofresources,capabilitiesandcorecompetenciestocreatevalueforcustomers?組合與創造價值Howdowelearntochangerapidly?迅速變革7ThreeConditionsAffectingManagerialDecisionsAboutResources,Capabilities,andCoreCompetenciesUncertaintyregardingcharacteristicsofthegeneralandtheindustryenvironments,competitors’actions,andcustomers’preferencesComplexityregardingtheinterrelatedcausesshapingafirm’senvironmentsandperceptionsoftheenvironmentsIntraorganizationalConflictsamongpeoplemakingmanagerialdecisionsandthoseaffectedbythem8內在環境分析的關鍵問題包括：下列三種情況，使管理者很難制定資源、能力與核心能力方面有關決策：不確定性:指外部環境中各因素的不確定性複雜性:指企業因為環境因素的不確定與變化,增加決策的複雜性組織內衝突:決策制定時意見與看法的分歧與衝突若能克服上述三項關鍵性問題,將會是難得的企業能力9ComponentsofInternalAnalysisDiscoveringCoreCompetenciesResources•Tangible•IntangibleCapabilitiesCoreCompetenciesCompetitiveAdvantageStrategicCompetitivenessFourCriteriaofSustainableAdvantages•Valuable•Rare•CostlytoImitate•NonsubstitutableValueChainAnalysis•Outsource10DiscoveringCoreCompetenciesResources•Tangible•IntangibleResourcesarewhatafirmhastoworkwith--itsassets--includingitspeopleandthevalueofitsbrandnameResourcesrepresentinputsintoafirm’sproductionprocess...suchascapitalequipment,skillsofemployees,brandnames,financesandtalentedmanagers11DiscoveringCoreCompetenciesResources•Tangible•IntangibleTangibleResources•Financial•Physical•Humanresources•OrganizationalIntangibleResources•Technological•Innovation•Reputation12DiscoveringCoreCompetenciesCapabilitiesCapabilitiesbecomeimportantwhentheyarecombinedinuniquecombinationswhichcreatecorecompetencieswhichhavestrategicvalueandcanleadtocompetitiveadvantage13DiscoveringCoreCompetenciesCapabilitiesCapabilitiesarewhatafirmdoes,andrepresentthefirm’scapacityorabilitytointegrateindividualfirmresourcestoachieveadesiredobjective14DiscoveringCoreCompetenciesCoreCompetenciesCorecompetenciesareresourcesandcapabilitiesthatserveasasourceofcompetitiveadvantageoverrivalsCorecompetenciesdistinguishacompanycompetitivelyandmakeitdistinctiveMcKinseyandCo.recommendsusingthreetofourcompetencieswhenframingstrategicactions15FourCriteriaofSustainableAdvantages•Valuable•Rare•CostlytoImitate•NonsubstitutableDiscoveringCoreCompetenciesValuable:Capabilitiesthathelpafirmneutralizethreatsorexploitopportunities16FourCriteriaofSustainableAdvantages•Valuable•Rare•CostlytoImitate•NonsubstitutableDiscoveringCoreCompetenciesRare:Capabilitiesthatarenotpossessedbymanyothers17FourCriteriaofSustainableAdvantages•Valuable•Rare•CostlytoImitate•NonsubstitutableDiscoveringCoreCompetenciesCostlytoimitate:capabilitiesthatotherfirmscannotdevelopeasily,usuallydueto•Uniquehistoricalconditions•Causalambiguity•Socialcomplexity18FourCriteriaofSustainableAdvantages•Valuable•Rare•CostlytoImitate•NonsubstitutableDiscoveringCoreCompetenciesNonsubstitutable:capabilitiesthatdonothavestrategicequivalents•Invisibletocompetitors•Firmspecificknowledge•Trust-basedworkingrelationshipsbetweenmanagersandnonmanagerialpersonnel19CoreCompetenceasaStrategicCapabilityResources•Inputstoafirm’sproductionprocessCapability•AnonstrategicteamorresourceCoreCompetence•AstrategiccapabilityThesourceofDoesitsatisfythecriteriaofsustainablecompetitiveadvantage?YesNoCapability•Anintegrationofateamofresources20PerformanceImplicationsCompetitiveConsequencesPerformanceImplicationsNoNoNoNoCompetitiveDisadvantageBelowAverageReturnsYesNoNoYes/NoCompetitiveParityAverageReturnsYesYesNoYes/NoTemporaryCom-petitiveAdvantageAboveAveragetoAverageReturnsYesYesYesYesSustainableCom-petitiveAdvantageAboveAve