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组织可以获得优于竞争对手的竞争优势

论文作者:www.51lunwen.org论文属性:作业 Assignment登出时间:2016-01-27编辑:zhaotianyun点击率:8379

论文字数:1174论文编号:org201601202007137695语种:英语 English地区:中国价格:免费论文

关键词:竞争优势商业利益employee partnership

摘要:摘要:本文主要讲述了组织可以通过获得优于竞争对手的竞争优势来获得成功。自从组织由人构成,获得他们的服务,提高他们的技能,激发出他们的高水平和确保他们继续保持他们的承诺是实现组织目标的关键。

组织可以获得优于竞争对手的竞争优势
organizations can achieve competitive advantage by outperforming their competitors


在快速变化的世界,组织可以获得竞争优势不仅仅通过优于竞争对手的新产品的设计和实现,还可以通过改进系统和流程。人力资源是组织的原则组件,因此,他们必须被视为价值资产,通过他们的适应性竞争优势的源泉,响应能力、敏捷性和质量的承诺。大脑中有了这个概念,这份报告提出了两部分,第一部分细节在于通过知识工作者有效管理,回到了组织,探索如何组织高绩效工作系统和人力资源管理实践,创建气候积极的员工组织来支持灵活就业实践,进入伙伴关系最终导致高质量的工作。理论方面,结合第二部分通过调查在阿联酋细节2个高执行公司使用他们的人力资源实践,实现竞争优势通过有效地管理其知识工人。


研究发现


组织最初看着获得竞争优势通过决策基于目标的扩大或多元化的商业利益,这将取决于之间的适合当前的产品,功能和投资前景和这些结果来自评估内部能力和外部机会,安索夫,引用Fahy(2000)。“资源”公司根据Fahy(2000)分为有形资产和无形资产,“能力”是团队体现知识、人力资本、文化价值的公司,他们有不同的特点,基因重复和专用性的障碍。

In a rapidly changing world, organizations can achieve competitive advantage by outperforming their competitors not just by new product design and implementation, but by improving the systems and processes. Human Resources are the principle components of an organization and, therefore, they have to be treated as value assets, a source of competitive advantage through their adaptability, responsiveness, agility, commitment and quality. Since organizations comprise of people, acquiring their services, enhancing their skills, motivating them to a high level and ensuring that they continue to maintain their commitment are essential to achieve organization objectives. Having this concept in mind, this report is presented in 2 parts, the first part details at length the returns to the organization by means of effective management of its knowledge workers and explores on how organizations by means of High Performance Work Systems and their HR practices can create a climate of positive organizational support with flexible employment practices and enter an employee partnership eventually leading to a high quality work. In conjunction to the theoretical aspect, the second part through a survey conducted in UAE details on how 2 high performing firms use their HR practices and achieve competitive advantage by effectively managing its knowledge workers.


研究发现——Research Findings


Organizations initially looked at gaining competitive advantage by making decisions based on objectives in terms of either expanding or diversifying business interests and that would depend on the fit between the current products, capabilities and investment prospects and these results were derived from appraising internal capabilities and outside opportunities, Ansoff, cited in Fahy (2000). 'Resources' of the firm according to Fahy (2000) is categorized as tangible and intangible assets and 'capabilities' are the team embodied knowledge, human capital, culture of the firm and they have differing characteristics of value, barriers to duplication and appropriability. Managers can use strategies on any of the key resources thereby adding value to the firm and meeting customer demands and creating superior performance (Barney, cited in Clulow et al, 2003). From a Resource Based View (RBV) perspective, all firms have the ability and capability to organize and realize the strategy of their resources effectively and efficiently (Wernerfelt, cited in Wirtz et al, 2008). Fahy (2000) classifies Sustainable Competitive Advantage and superior performance, advantage generating resources and management strategic choices as elements of RBV. The 'locus' 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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