mngement动态能力与战略管理

企业如何竞争？企业如何赚取高于正常的回报吗？什么是需要长期保持卓越的性能呢？一个日益强大的经营策略这些基本问题的答案在于动态能力的概念。

这些的技能，程序，例程，组织结构和学科，使公司建立，聘请和协调相关的无形资产，以满足客户的需求，并不能轻易被竞争对手复制。

具有较强的动态能力是企业强烈的进取精神。

他们不仅适应商业生态系统，他们也塑造他们通过创新，协作，学习和参与。

大卫·蒂斯是动态能力的角度来看的先驱。

它植根于25年，他的研究，教学和咨询。

他的思想已经在企业战略，管理和经济学的影响力，创新，技术管理和竞争政策有关。

通过他的顾问和咨询工作，他也带来了这些想法，承担业务和政策，使周围的世界。

本书的核心思想动态能力是最清晰和最简洁的语句。

蒂斯解释其成因，应用，以及如何他们提供了一个替代的方法很多传统的战略思想，立足于简单和过时的产业组织和竞争优势的基础的理解。

通俗易懂撰写并发表了，这将是一个非常宝贵的工具，为所有那些谁想要理解这一重要的战略思想的贡献，他们的MBA学生，学者，管理人员，或顾问和刺激。

Strategic Management Journal, Vol. 18:7, 509–533 (1997)The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining), shaped by the firm’s (specific) asset positions (such as the firm’s portfolio of difficult-to-trade knowledge assets and complementary assets), and the evolution path(s) it has adopted or inherited. The importance of path dependencies is amplified where conditions of increasing returns exist. Whether and how a firm’s competitive advantage is eroded depends on the stability of market demand, and the ease of replicability (expanding internally) and imitatability (replication by competitors). If correct, the framework suggests that private wealth creation in regimes of rapid technological change depends in large measure on honing internal technological, organizational, and managerial processes inside the firm. In short, identifying new opportunities and organizing effectively and efficiently to embrace them are generally more fundamental to private wealth creation than is strategizing, if by strategizing one means engaging in business conduct that keeps competitors off balance, raises rival’s costs, and excludes new entrants. (C) 1997 by John Wiley & Sons, Ltd.战略管理杂志。

18:7 ， 509-533 （ 1997 ）动态能力框架分析方法的来源和财富创造和捕捉由私人企业公司在环境的技术快速变化。

竞争优势的公司被视为搁在独特的过程(方法的协调和结合),受到公司的(特定的)资产头寸(如该公司的投资组合的难以贸易知识资产和互补资产),和演化路径(s)已采取或继承。

路径依赖的重要性是放大收益递增的情况存在。

是否和怎样一个公司的竞争优势是侵蚀取决于市场需求的稳定性,易于复现性(扩大内部)和imitatability(复制竞争对手)。

如果正确,框架表明,私人财富创造在政权的技术快速变化很大程度上取决于内部技术、组织、珩磨和管理流程在公司。

总之,识别新的机会和组织有效和高效地拥抱他们通常更基本的私人财富创造比谋略,如果通过策划一个意味着从事商业行为,使对手失去平衡,提高竞争对手的成本,不包括新进入者。

(C)1997年由约翰•威利父子公司。

INTRODUCTIONThe fundamental question in the field of strategic management is how firms achieve and sustain competitive advantage. We confront this question here by developing the dynamic capabilities approach, which endeavors to analyze the sources of wealth creation and capture by firms. The development of this framework flows from a recognition by the authors that strategic theory is replete with analyses of firm-level strategies for sustaining and safeguarding extant competitive advantage, but has performed less well with respect to assisting in the understanding of how and why certain firms build competitive advantage in regimes of rapid change. Our approach is especially relevant in a Schumpeterian world of innovation-based competition, price/performance rivalry, increasing returns, and the ‘creative destruction’ of existing competences. The approach endeavors to explain firm-level success and failure. We are interested in both building a better theory of firm performance, as well as informing managerial practice.In order to position our analysis in a manner that displays similarities and differences with existing approaches, we begin by briefly reviewing accepted frameworks for strategic management. We endeavor to expose implicit assumptions, and identify competitive circumstances where each paradigm might display some relative advantage as both a useful descriptive and normative theory of competitive strategy. While numerous theories have been advanced over the past two decades about the sources of competitive advantage, many cluster around just a few loosely structured frameworks or paradigms. In this paper we attempt to identify three existing paradigm and describe aspects of an emerging new paradigms that we label dynamic capabilities.The dominant paradigm in the field during the 1980s was the competitive forces approach developed by Porter (1980). This approach rooted in the structure–conduct–performance paradigm of industrial organization (Mason, 1949 Bain, 1959), emphasizes the actions a firm can take to create defensible positions against competitive forces. A second approach, referred to as a strategic conflict approach (e.g., Shapiro, 1989) is closely related to the first in its focus on product market imperfections, entry deterrence and strategic interaction. The strategic conflict approach uses the tools of game theory and thus implicitly views competitive outcomes as a function of the effectiveness with which firms keep their rivals off balance through strategic investments, pricing strategies, signaling, and the control of information. Both the competitive force and the strategic conflict approaches appear to share the view that rents flow from privileged product marketpositions.Another distinct class of approaches emphasizes building competitive advantage through capturing entrepreneurial rents stemming from fundamental firm-level efficiency advantages. These approaches have their roots in a much older discussion of corporate strengths and weaknesses they have taken on new life as evidence suggest that firms build enduring advantages only through efficiency and effectiveness, and as development in organizational economics and the study on technological and organizational change become applied to strategy questions. One strand of this literature, often referred to as the ‘resource-based perspective,’ emphasizes firm-specific capabilities and assets and the existence of isolating mechanisms as the fundamental determinants of firm performance (Penrose, 1959; Rumelt, 19842). This perspective recognizes but does not attempt to explain the nature of the isolating mechanisms that enable entrepreneurial rents and competitive advantage to be sustained.简介在战略管理领域的根本问题是企业如何获得和保持竞争优势。