【正文】 1 中文 4890 字 本科畢業(yè)論文（設(shè)計） 外 文 翻 譯 外文題目 The Core Competence of the Corporation 外文出處 Harvard Business Review MayJune 1990 外文 作者 普拉哈拉德 原文： The Core Competence of the Corporation The most powerful way to prevail in global petition is still invisible to many panies. During the 1980s, top executives were judged on their ability to restructure, declutter, and delayer their corporations. In the 1990s, they39。ll be judged on their ability to identify, cultivate, and exploit the core petencies that make growth possible indeed, they39。ll have to rethink the concept of the corporation itself. Consider the last ten years of GTE and NEC. In the early 1980s, GTE was well positioned to bee a major player in the evolving information technology industry. It was active in telemunications. Its operations spanned a variety of businesses including telephones, switching and transmission systems, digital PABX, semiconductors, packet switching, satellites, defense systems, and lighting products. And GTE39。s Entertainment Products Group, which produced Sylvania color TVs, had a position in related display technologies. In 1980, GTE39。s sales were $ billion, and cash flow was $ billion. NEC, in contrast, was much smaller, at $ billion in sales. It had a parable technological base and puter businesses, but it had no experience as an operating telemunications pany. Yet look at the positions of GTE and NEC in 1988. GTE39。s 1988 sales were $ billion, and NEC’s sales were considerably higher at $ billion. GTE has, in effect, bee a telephone operating pany with a position in defense and lighting products. GTE39。s other businesses are small in global terms. GTE has divested 2 Sylvania TV and Tele, put switching, transmission, and digital PABX into joint ventures, and closed down semiconductors. As a result, the international position of GTE has eroded. Non . revenue as a percent of total revenue dropped from 20% to 15% between 1980 and 1988. NEC has emerged as the world leader in semiconductors and as a first tier player in telemunications products and puters. It has consolidated its position in mainframe puters. It has moved beyond public switching and transmission to include such lifestyle products as mobile telephones, facsimile machines, and laptop puters bridging the gap between telemunications and office automation. NEC is the only pany in the world to be in the top five in revenue in telemunications, semiconductors, and mainframes. Why did these two panies, starting with parable business portfolios, perform so differently? Largely because NEC conceived of itself in terms of core petencies, and GTE did not. Rethinking the Corporation Once, the diversified corporation could simply point its business units at particular end product markets and admonish them to bee world leaders. But with market boundaries changing ever more quickly, targets are elusive and capture is at best temporary. A few panies have proven themselves adept at inventing new markets, quickly entering emerging markets, and dramatically shifting patterns of customer choice in established markets. These are the ones to emulate. The critical task for management is to create an anization capable of infusing products with irresistible functionality or, better yet, creating products that customers need but have not yet even imagined) This is a deceptively difficult task. Ultimately, it requires radical change in the management of major panies. It means, first of all, that top managements of Western panies must assume responsibility for petitive decline. Everyone knows about high interest rates, Japanese protectionism, outdated antitrust laws, obstreperous unions, and impatient investors. What is harder to see, or harder to acknowledge, is how little added momentum panies actually get from political or macroeconomic relief. Both the theory and practice of Western management have 3 created a drag on our forward motion. It is the principles of management that are in need of reform. NEC versus GTE, again, is instructive a