For the passing year, innovation has gaining much ofChinese enterprises’ attention. But their comprehensions oninnovation differ from one another. Technology, products, busi-ness models and even industrial designs ar...For the passing year, innovation has gaining much ofChinese enterprises’ attention. But their comprehensions oninnovation differ from one another. Technology, products, busi-ness models and even industrial designs are the elements ofinnovation, but are these enough for a company to sustain itscompetitive advantage?To a typical burgeoning market like China, the businessenvironment keeps changing so fast that mechanical strategies don’toften catch the pace of business competition. In other words, acompany’s capability always fall short of the executive’s ambition.For a corporate manager, it is an everlasting challenge to cultivatea company’s potentials in the changing environment, to match thecompany’s development with market opportunities, and to createand retain competitive edges continually.The Most Innovative Corporation Award launched jointly byCEOCIO China and Tsinghua SEM explores the innovation tacticsfor Chinese enterprises. Among the 10 nominated companies, someare from rising industries while others are relatively more mature.They also vary in scale and history, but all share a common feature- proactive and adept in making innovations.Their outstanding innovative performances are neither themere inspirations of a single person nor isolated attempts of onedepartment. Instead, they are the result of the entire integrationprocess within the company. These companies outperform othersbecause they are good at integrating the outside environment withtheir own ability. Such is a dynamic management mechanism in themarket economy, a DNA in the innovation process.展开更多
管理学者们在许多问题上各执一词,但是关于企业如何在战略竞争中获得竞争优势这一问题,似乎取得了一定的“共识”。杰伊·巴尼(Jay Barney)在20世纪90年代初提出资源基础理论,至今仍是战略管理主流理论的基石。该理论认为,企业的竞...管理学者们在许多问题上各执一词,但是关于企业如何在战略竞争中获得竞争优势这一问题,似乎取得了一定的“共识”。杰伊·巴尼(Jay Barney)在20世纪90年代初提出资源基础理论,至今仍是战略管理主流理论的基石。该理论认为,企业的竞争优势来源于企业自身特有的有价值、稀缺、难以模仿、不可替代(Valuable,Rare,Inimitable and Non-substitutable,VRIN)的资源。展开更多
文摘For the passing year, innovation has gaining much ofChinese enterprises’ attention. But their comprehensions oninnovation differ from one another. Technology, products, busi-ness models and even industrial designs are the elements ofinnovation, but are these enough for a company to sustain itscompetitive advantage?To a typical burgeoning market like China, the businessenvironment keeps changing so fast that mechanical strategies don’toften catch the pace of business competition. In other words, acompany’s capability always fall short of the executive’s ambition.For a corporate manager, it is an everlasting challenge to cultivatea company’s potentials in the changing environment, to match thecompany’s development with market opportunities, and to createand retain competitive edges continually.The Most Innovative Corporation Award launched jointly byCEOCIO China and Tsinghua SEM explores the innovation tacticsfor Chinese enterprises. Among the 10 nominated companies, someare from rising industries while others are relatively more mature.They also vary in scale and history, but all share a common feature- proactive and adept in making innovations.Their outstanding innovative performances are neither themere inspirations of a single person nor isolated attempts of onedepartment. Instead, they are the result of the entire integrationprocess within the company. These companies outperform othersbecause they are good at integrating the outside environment withtheir own ability. Such is a dynamic management mechanism in themarket economy, a DNA in the innovation process.
文摘管理学者们在许多问题上各执一词,但是关于企业如何在战略竞争中获得竞争优势这一问题,似乎取得了一定的“共识”。杰伊·巴尼(Jay Barney)在20世纪90年代初提出资源基础理论,至今仍是战略管理主流理论的基石。该理论认为,企业的竞争优势来源于企业自身特有的有价值、稀缺、难以模仿、不可替代(Valuable,Rare,Inimitable and Non-substitutable,VRIN)的资源。
