The first category is the core competence based on the concepts of integration and coordination. The integrated view, coordinated view, network view and combined view in the table all belong to this category. Core competence is the ability to organize and integrate the resources, skills and knowledge owned by enterprises, and it is a kind of accumulated knowledge. This accumulation process involves the coordination of different production skills, the combination of different technologies and the transmission of values. Through the accumulation of core competence, an organization can quickly find opportunities in products and markets and obtain more excess profits.
The second category is the core competitiveness based on the cultural view. Do the views on knowledge and culture in the table fall into this category? Barton and others believe that the valuable organizational culture that is difficult to completely imitate in an enterprise is the most important core competitiveness of the enterprise, and emphasize that the core competitiveness is contained in the enterprise culture and manifested in many aspects of the enterprise, including skills and knowledge. Technical value system and management system. Kevin from McKinsey & Company? Coyne, Stephen? Hall and others also pointed out that core competence is a combination of a series of complementary technologies and knowledge within an organization, which has the ability to make one or more key businesses reach the first-class level in the industry? This formulation emphasizes that core competence exists in all aspects of an enterprise in the form of knowledge.
The third category is the core competence based on the view of resources. Jay Barney emphasized that obtaining those resources with potential lease value is the foundation of enterprise's success, and these resources are the most basic conditions to ensure enterprises to continuously obtain excess profits. Olivier believes that the differences in decision-making and processes of different enterprises in obtaining strategic resources constitute the core competitiveness of enterprises. Only by acquiring strategic resources can enterprises have a unique position in the same industry, which comes from their unique ability in the process of resource identification, accumulation, storage and activation.
The fourth category is the core competence based on technical concepts. Patel and Pavitt believe that the difference between innovation ability and technical level of enterprises is the fundamental reason for the existence of enterprise heterogeneity. Meyer and Utterback (1993) put forward that the core competitiveness is that enterprises are developing? The ability of manufacturing and marketing, which directly affects the performance of enterprises.
The fifth category is the core competence based on the system view. According to this school, core competence is the organic combination of skills, complementary assets and operating mechanism that provide the foundation for the competitiveness and competitive advantage of enterprises in specific operations. It is based on the strategy and structure of the enterprise, with people with special skills as the carrier, involving all functions of people and organizations at many levels. Therefore, we must have a common vision and understanding of communication, participation and crossing organizational boundaries. The real core competitiveness of an enterprise is the organic combination of technical core competitiveness, organizational core competitiveness and cultural core competitiveness.