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PC公司资源和能力的战略管理理论

论文作者:bluesky论文属性:职称论文 Scholarship Papers登出时间:2013-03-27编辑:bluesky点击率:3707

论文字数:2852论文编号:org201303241101492487语种:英语 English地区:英国价格:$ 22

关键词:战略管理理论有形的资源无形资源智力资源

摘要:这篇文章的目的,是PC公司的资源和能力的战略管理理论,DELL分析它是如何在计算机行业中创造竞争优势。为了做到这一点,我将在这篇文章中显示三部分组成。

资源和能力是关键因素来决定公司的未来,并能创造比其竞争对手更好的存活时间,在其行业内的竞争优势是很强的。“资源基础观点的想法是,该公司本质上是一个的资源和能力的综合体,而这些资源和能力是其策略和业绩表现的主要决定因素。”因此,公司专注于资源和能力可以带来可持续的竞争优势,可以有助于形成战略,利用外部的优势,同时抵御内部的弱点。https://www.51lunwen.org/ukthesis/
Both resources and capabilities are key factors to determine a company’s future and can create competitive advantage over its competitors to survive longer and better within its industry. According to Grant (2005), “resource-based view is the idea that the firm is essentially a pool of resources and capabilities, and that these resources and capabilities are the primary determinants of its strategy and performance.” Thus, companies focusing on resources and capabilities can bring in sustainable competitive advantages and can help to form strategies that exploit external strengths while defending against internal weakness (Grant, 2005).
从资源角度看,它是必不可少的,要知道,两种资源,有形资源和无形资源所拥有的公司。对于有形的资源,它主要是指有形资产,如设备,原材料或雇员。对于无形资源,它主要包括公司的历史,声誉,技术和智力资源。可以看出,无论是有形的和无形的资源投入到公司,以帮助它创造价值,在公司内的优势。在同行业中,所有参与者都可以占用相同的资源,但是,当他们以不同的方式处理相同的资源,在其内部环境,所有参与者都将见证不同的价值观创建相同的资源。因此,利用资源的方式,可以决定一个公司赢得或失去。
From resources perspective, it is essential to know that two types of resources, tangible resources and intangible resources are owned by a company. For tangible resources, it mainly refers to physical assets, such as equipments, raw materials or employees. For intangible resources, it mainly comprises a company’s history, reputation, technology and intellectual resources. Both tangible and intangible resources can be seen as inputs into a company to help it create value and advantages within a company. Within the same industry, all participants can occupy the same resources but when they process the same resources in different ways within its internal environment, all participants will witness different values created by same resources. So the ways to utilize resources can determine a company win or lose. 


From capabilities perspective, the ability of utilizing resources to create values for a company can create competitive advantage or capability and we can not separate resource from capabilities as a company’s capability is an integrated result of many complex factors, including resources, values, procedures and activities within a company. According to Johson, Scholes and Whittington (2007), different companies have different capabilities which are difficult to imitate and is the basis of creating competitive advantage over its rivals. In addition, both resources and capabilities have much more relations with internal environment of a firm and those two factors are the most important determinants for a company’s profit and sustainable strategy.


All those above are implications given to me from the perspectives of resources and capabilities within a company. After that, I will discuss how DELL applies those two different perspectives to its internal environment and industry.


DELL was founded in 1984 by Michael Dell and follows a simple philosophy: creating a computer in accordance with customer requirements and direct shipping to customers. DELL can make the most effective and clear understanding of customer needs, and then respond quickly. After more than 25 years developing, DELL has grown into the industry’s fastest growing, most profitable companies, the leading advocate of the direct business model and leader. Dell's global sales in 2008 amounted to 57.9 billion U.S. dollars, approximately 78,700 employees w论文英语论文网提供整理,提供论文代写英语论文代写代写论文代写英语论文代写留学生论文代写英文论文留学生论文代写相关核心关键词搜索。

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