尋找價(jià)值和維護(hù)競(jìng)爭(zhēng)優(yōu)勢(shì)-wenkub
2023-02-08 22:36:11 本頁面
【正文】 ture them properly or exploit them fully. Stalk, Evans, and Shulman (1992): capabilities ? Competitive advantage is based on the ability to respond to evolving opportunities which depends on business processes or capabilities. Business success involves choosing the right capabilities to build, managing them carefully, and exploiting them fully. . Honda, Canon. Chandler (1990): initial risky investments ? Chandler (1990): successful giants such as IBM and Bayer derive from the initial heavy and risky investments in building anisational knowledge and capabilities which allowed them to exploit the opportunities available to exploit scale and scope economies. Collis and Montgomery (1995): peting on resources ? Competitive advantage derives ultimately from the ownership of a valuable resource. ? Superior performance derives from developing a ?petitively distinct? set of resources and deploying them in a well conceived strategy. ? Resources can be physical, intangible, or anisational capabilities. ? Example: Marks and Spencer (poor timing!) John Kay (1993): Distinctive capabilities. In his best seller, ?The foundations of corporate success? Kay argues that the source of petitive advantage is the creation and exploitation of distinctive capabilities. The value of any advantage created depends on its sustainability and its appropriability. Kay provides a detailed analysis of this (see also PS) Distinctive capabilities Kay identifies only three basic types of distinctive capability: ? Corporate Architecture ? Innovation ? Reputation. Distinctive capabilities ? What is it about these things in particular? ? Difficult to build and maintain. ? Difficult to codify/ make into recipes. ? Difficult to copy/ emulate. ? Can?t simply be bought ?off the shelf?. Strategic assets ? He also discusses market dominance (monopoly) based on the ownership of strategic assets as a source of success. ? Natural monopolies such as utility works, or licensed monopolies such as the national lottery. ? And those based on heavy sunk costs which discourage challengers for the first mover. ? But he argues that in these case it is essentially structural factors that count not distinctive capabilities. ? There may of course be room for debate in some cases. Architecture as a distinctive capability ? Concerns anisational effectiveness in the search for value. ? Connects back to the discussion of corporate objectives and the cooperation needed to get things done in PS chap 4. ? How to focus individuals on achieving anisational goals. Architecture The work of contractual relationships which defines the firm. The capacity of anisations to: – 1. Create and store anisational knowledge and routines – 2. Promote more effective cooperation between the members. – 3. Achieve an open and easy flow of information between members. – 4. Adapt rapidly and flexibly . Architecture ? Architecture is largely about how you anise to get things done as effectively as possible. ? But NB it also influences what you choose to do (strategy) in the first place. Because? ? Architecture is about anisational form, incentive mechanisms, work anisation, performance evaluation, and governance. Architecture . IBM in its heyday, Marks and Spencer (back when!), Liverpool
黨政相關(guān)相關(guān)推薦
鄂ICP備17016276號(hào)-1