企业的核心能力(编辑修改稿)

企业的核心能力(编辑修改稿)内容摘要：

are. The clarity of a firm‟s definition of its core petencies, and the degree of consensus that attaches to that definition, is the most rudimentary test of a pany‟s capacity to manage its core petencies. September 2002 NJU 贾良定 19 (1) Selecting core petencies 第二步：列举 Second step: INVENTORY 生成技能、技术和能力的长长清单。 To produce a lengthy „laundry list‟ of skills, technologies and capabilitiessome core, but most not. September 2002 NJU 贾良定 20 (1) Selecting core petencies 第三步：分解与组合 Third step: disentangle amp。 cluster 把能力从产品和服务充分分解开，并区分核心与非核心，然后按有意义的方式组合和整合这些技术和技能，这样我们可以给这些组合体贴上标签，对其说明并促使共同认识。 To fully disentangle petencies from the products and services, to distinguish core from noncore, to cluster and aggregate the skills and technologies in some meaningful way, and to arrive at „labels‟ that are truly descriptive and promote shared understanding. September 2002 NJU 贾良定 21 (2) Building core petencies 技能和技术：自做或外借 Skills amp。 Technologies: doing or borrowing doing by self； small targeted acquisitions。 licensing agreement。 joint ventures。 alliances。 petitive hiring 当今已经形成技术和个体人力技能的世界市场，可以从这些市场中获取技术和技能。  by taking minority of equity stakes in Silicon Valley panies。  by hiring away the best talent from a petitor。  by sponsoring university research。  by searching the world’s patent applications. September 2002 NJU 贾良定 22 (2) Building core petencies 核心能力建立只能靠自己反复练习。 持之以恒和不断地投入才能形成核心能力。 核心能力是外借不来的，更不可购买获得。 Core petencies: only doing by self constancy of effort mitment September 2002 NJU 贾良定 23 (3) deploying core petencies (a)意欲成为能力领导者的企业倾向于围绕核心能力进行水平多元化，而非垂直一体化。 Companies intent on petence leadership are likely to end up more horizontally diversifiedaround the core petencethan vertically integrated. While Canon exploits its petencies across a broad range of products, and it’s thus。