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|Keywords: ||核心專長;核心技能;核心能力;核心能耐;策略;core competence;core skill;strategy|
|Issue Date: ||2014-05-08 15:28:55 (UTC+8)|
|Abstract: ||自從 Hamel & Prahalad （1990） 提出以建構未來核心能力 ( Core Competence ) 為重心的策略觀後，強調企業策略的制定應以核心能力為出發的觀點，受到學術界相當大的囑目與重視，紛紛探討核心能力的內涵、特質、分類、辨識準則、…等等，一時間百家爭鳴。然而在學理探討之餘，若能提供企業一套有系統的辨識步驟，協助企業辨識其本身的核心能力，以作為善用優勢、策略擬訂、多角化發展，以及提升競爭力之用，有其必要性。|
;Ever since the proposal of the strategic view with focus on the construction of future core competence by Hamel & Prahalad (1990), the view point that the making of corporate strategy should be based on her core competence has thus received great attention from the academy. Therefore, so many efforts have been put on the study of the content, characteristics, classification and identification criteria of the core competence. However, after so many theoretical investigations, if a systematic identification method and procedure can be provided to the industry to help the enterprises identify their own core competences are thus very important. These identification method and procedure can help enterprises for taking good use of their advantages, making unbeatable strategy, developing diversify business, and enhancing their competitiveness.
However, most of the current studies on the identification of core competence have focuses on big enterprise or organization; but lack of a proper method that is fast, easy and possess theoretical basis to serve so many medium and small size enterprises. In order to cope with the insufficiency in the above-mentioned method, a set of steps for core competence identification are developed in the current study based on the view points of definition, content, classification, criteria and identification methods on core competence from the scholars; this identification procedure originates from the market and take into account customer’s favorite and industry competitive key factors and are able to, in simple and easy way and from the top to the bottom, perform core competence identification so as to extend further the current core competence identificaiton methods which proposed by other researchers; in addition, six companies from different business territory are interviewed in this study in order to verify the feasibility and correctness of the current identification method.
The results show that the core competence identification method inferred from the current study has the following features: It possesses theoretical background and can be examined; it is efficient to identify an enterprise’s core competence in fast way; it possesses integrated point of view and can grasp the panorama of the market it operates on and can analyze the advantages and disadvantages of the competitors through the identificated customer’s favorite and competitive key factors; it is expansible, that is, the core competence identification result can be extended to build up the mechanism to maintain the identified core competance, to excavate of capabilities that is important and needs to be reinforced, and to construct the reinforcement mechanism, to evaluate the competitiveness for developing diversify business, etc.; furthermore, the most important thing is, the core competence inferred from the identification procedure constructed in this study is well verified and recognized by all the interviewed enterprises and positive feedbacks are sent back; most of the enterprise think that they have very positive help to the development of enterprise.
However, in the implementation process of the current study, only the high level manager of the enterprise is the major interview target, not many managers within the enterprise are widely invited for the interview; therefore, the result might be affected by the subjective view point of the person under interview. In the core competence identification steps developed in this study, the managers under interview are mostly from small and medium enterprise with simple business operaiton environment and are able to grasp effectively the entire enterprise operation status; therefore, if the results are to be extended to large scale enterprise, we suggest to form steering committee and task force to make the working scope, core competence identification parameters and evaluation criteria, etc., moreover, educational training has to be conducted and the implementation method and steps have to be discussed to reach concensus; in addition, the evaluation and survey job in each step should be based on the view points summarized from most of the people and the core competence identification job should then be implemented one by one according to the planned steps.
|Appears in Collections:||[高階主管企管（EMBA）碩士班] 博碩士論文|
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