English literature on the core competencies of small and medium sized enterprises

Core competitiveness in English is core competitiveness.

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Core competitiveness refers to the resources that can bring a comparative competitive advantage to the enterprise, as well as the allocation and integration of resources. With the change of enterprise resources and the improvement of allocation and integration efficiency, the core competitiveness of enterprises will also change.

With the power generated by core competitiveness, an enterprise may stand out in the fierce market competition and enhance the value of products and services in a certain period of time.

In the view of the American scholar Prahalad (and the American scholar Hammer), core competitiveness should first help the company to enter different markets, and it should become the basis of the company's ability to expand its operations.

Secondly, the core competitiveness makes a great contribution to the creation of customer value of the company's final products and services, and its contribution lies in realizing the core and fundamental interests that customers are most concerned about, rather than just some ordinary and short-term benefits. Finally, the company's core competitiveness should be difficult to be copied and imitated by competitors.

Core competitiveness is the ability of an enterprise (talent, country or individual participating in competition) to gain a competitive advantage in the long term. It is a technology or capability that is unique to the enterprise, can stand the test of time, is malleable, and is difficult for competitors to imitate.

Core competitiveness, also known as "core (competitive) ability" and "core competitive advantage", refers to the collection of the ability of an organization to cope with change and fierce external competition, and to win over competitors.

The core competitiveness is the most important or basic competitiveness of the enterprise that can enable the whole enterprise to maintain a long-term stable competitive advantage and obtain stable excess profits, and is the organic integration of technical assets and operating mechanisms of the enterprise's own organizational ability, and is the result of the implementation of the internal management strategy and external transaction strategy of the enterprise.

The core competitiveness of a modern enterprise is a combination of key resources or key capabilities of an enterprise based on knowledge and innovation, and a dynamic balance system that enables enterprises, industries and countries to maintain actual or potential competitive advantages in a certain period of time.

Core competitiveness English: core competitiveness

The core competitiveness of the enterprise is the decision-making power of the enterprise, which includes the judgment of grasping the overall situation and judging the situation, the innovation power of bold breakthrough and competition, the cultural power of learning from others and forging ahead, and the affinity of ensuring quality and honesty and trustworthiness.

A core competency is a set of skills and knowledge that are ingrained in a group or team and complement each other, with the help of which it can be implemented at a world-class level – to multiple core combs.

The content comes from the user: China Academic Journals Network.

The core competitiveness of Chinese enterprises**.

First, the core competitiveness of the enterprise overview.

1.The concept of core competitiveness of enterprises. The concept of the term "core competitiveness" of enterprises was first proposed by professors from two universities in the United States, and they first put forward it by Professor Prahalad and Professor Gary Hamel in their book "Core Competitiveness of Companies".

The definition of core competitiveness in the book is: "the integration of knowledge and skills in an enterprise on how to coordinate different production skills and integrate different technologies, especially knowledge and skills, through knowledge and skills". They believe that the core competitiveness of enterprises should help enterprises develop.

It should help enterprises develop new products and improve customer satisfaction with products, and the contribution of the core competitiveness of enterprises lies in meeting the most concerned and fundamental interests of customers, rather than some dispensable and short-term interests. He should be difficult to imitate and be copied by competitors.

2.Tracing the Ideological Origins of Core Competitiveness Theory. The development of management science in the course of the late 18th to late 19th centuries, during which the emphasis was placed on managerial experience.

At the end of the 19th century and the beginning of the 20th century, Taylor, the father of scientific management, pioneered the scientific management system is a milestone management idea, and from the beginning of the 20th century to the 40s of the 20th century, this time accepted the development of scientific management. Hawthorne-Georges Elton Meowat's annual experiments in 1924-1936 were carried out in two phases in industrial production to reveal the social attributes, not only with the physical condition of the material productive forces, but also with the psychological attitudes of the workers, their motivations, their individual relationships with the same group, and as a leader and closely related to collective leadership. Hawthorne experiments and test analysis to make it from the stage of classical management theory, behavioral science theory, to the development of scientific management philosophy, and in.