企业竞争力【外文翻译】.doc

1、1本科毕业论文外文翻译外文文献译文标题企业竞争力资料来源企业竞争力的理论，框架和模型作者DRAJITABHAMBASTHAANDDRKMOMAYA生存在这样动荡的年代越来越依赖于竞争力竞争能力。竞争力是由研究人员描绘商品占有市场能力的概念。竞争力在不同标准的意义会随着时间变化。理论和框架一定有足够的灵活力来整合战略管理过程，其用途和作用是持久的。竞争力是一个多维的概念。对不同的人意味着不同的意义，视其文化水平不同，从事行业不同而定。它可以看成事三个不同，但相关连的层次如国家、行业和企业的水平。竞争力源于拉丁文,COMPETER,这意味着参与商业竞争市场。简而言之,它是市场竞争能力。它已经成为今

2、天这场比赛的名字来描述一个国家或地区经济实力的行业或公司对其竞争对手在全球市场经济中商品、服务人民,技能和思想自由移动在地理边界MURTHS,1998。公司的竞争力水平可以定义为一种能力,公司设计、生产和为市场提供的产品优于竞争对手,这要考虑到价格和非价格品质DCRUZ。竞争力是表现在过程中的,从而帮助识别商品性能的重要性和目前核心业务流程,例如战略管理流程、人力资源流程、运营管理过程和技术管理过程。竞争力可以看作是一种平衡的过程,补充传统功能过程,如运作管理及人力资源管理。它能够提高一个组织的能力。那些资产来源的竞争力和过程提供了一个组织内的竞争优势。这些来源可能是有形资产,或的无形资产的活

3、动。竞争力是企业层次从业者最关注的问题,起了最大影响力的是三个层次的竞争国家、行业和公司。许多研究人员和作者一再写的关于企业竞争力的重要性。只有他们的国家才能参与竞争企业竞争,教授克里斯腾森认为的商业管理哈佛商学院。波特教授说,“在国际市场上竞争的这是公司,而不是国家。”波特,1998。公司在全球舞台上实际上竞争,面对直接的竞争。环境因素或多或少都统一的竞争的公司。研究表明百分之三十六的差异中,盈利能力可能是由于公司的特点和行为MCGAHAN,1999。其他2PROFIRM观点1989PRAHALAD和透过和打。1987PRAHALAD和哈默尔,1990注重个人公司策略和他们的全球经营,资源的

4、位置等,确定其竞争力的真正来源。PROCESSCENTRIC观点已经成为流行的最近的走势。他们可以帮助桥创造的临界间隙出现在地窖脑力FUNCTIONALCENTRIC组织。流行的业务进程重建运动在1990年代和资源基础观点也有侧重在过程。相关的文献资源在语境角度识别软件公司竞争力的解释。然而,有一些局限性RBV如缺乏以客户为中心、市场定位、集中在大公司巴尼,2001年,MATHUR,1999。RBV最大的局限性基础上的竞争可能是几乎没有框架或模型可以指导专业存在的整合策略,以竞争力。另一方面,应用程序框架,通过整合资源绩效过程中,由专业人员理解可以提供更好的工具来整合竞争力的策略2002,MO

5、MAYA,1998。它能,因此,提供一种工具,想了解的角色,流程和完整动力学在该公司的竞争力水平。实证研究的基础上的软件行业已经证实的主导作用过程,优异的性能（2002。选择研究已经对资产分类框架过程绩效。从总结表,因此,很少有研究对资产,以及更多的研究过程和性能。这些凸显出其重要性的过程,在文学评论中先前MCGAHAN,1999。大量的研究和出版物在公司的竞争力水平还没有真正的影响在企业竞争力实践。业内专业人士在互动研究清楚地暗示只有少数人有竞争力的干预可以清楚如何规划、实施及结合现有的工艺和新工艺快速放大的竞争力。许多问题依然悬而未决竞争力尽管丰富的馆藏文献的概念。一些关键的问题,如“这怎

6、么框架和模型被改编为一个特定的公司在一个特定的发展阶段和不同的能力和资源模型的结构和行业,例如新兴工业软件”但是他们仍然没有回答。试图了解其失败的原因蒙恩宠与实践文学理论暗示的弱点和框架集成竞争力战略和功能的过程。通过两个互动行业专家小组2002年8月和问卷调查5月到2002年8月暗示,一个重要原因使用低竞争力的理论可能是脆弱的了解这些框架和模型。同时,很少有人了解使用适用这些框架和模型在发展中国家,如印度CHAUDHRI,2001。已经有研究不足的现实意义COMPETITIVENESSRELATED框架和这些模型理解公司的竞争力水平动力学对竞争力起着至关重要的作用。有相当多的研究竞争力,特别

7、是在各级公司的水平。一些主要的发现是过程不断吸引着更多的研究视角的注意。在理解竞争力弱点,特别是对其竞争力过程与意识整合与策略,可能是一个根本原因的低企业竞3争力的在印度。的意义角度资源已经增加了。然而,限制也出现了。存在着许多框架、模型理论在竞争性、集成框架,可以帮助医生决定采取关键的竞争力也很少。人们需要框架,可以帮助选择正确的工具从产业的角度看问题。应用程序框架,通过整合资源绩效过程中,由专业人士现在很好理解,可提供链接竞争力的最佳工具和策略从学习结果的基础上,尝试为专业财务在学术界和工业界。人们需要协调竞争力和相关术语,使混乱可以最小化。当五力量和钻石模型及其变异的花都波特提供有益的见

8、解,他们的使用受到限制的竞争力评价暗示需要更好的框架。利用竞争力过程中作为一项重要的协调过程关键管理流程,例如战略管理、人力资源管理、技术管理、运作管理提供了一种有力的工具。新兴竞争过于激烈的时代在过去的几十年里创造了需要明确的管理竞争力。因此,很多研究工作已进行不同级别的竞争力问题。如WCY系统框架,颗粒和NCR在国家一级的有用的工具,例如已制定通过研究。文献回顾发现,公司已取得的最大水平的三个层面的关注。也有大量的框架和模式,但是这样一个框架和模型的使用仍是非常少,特别是在发展中国家的情况下,如印度。大部分的结构和模型是有用的评估一些具体维度的竞争力,它们的用途在其他上下文得到低受限的灵活

9、性。实证研究表明应用程序框架的实用性和鲁棒性作为一个有用的工具。许多这样的框架需要更新换代通过研究和验证进化灵活可广泛应用框架,以取得关键决策以竞争力的公司。4外文文献原文TITLECOMPETITIVENESSOFFIRMSMATERIALSOURCECOMPETITIVENESSOFFIRMSREVIEWOFTHEORY,FRAMEWORKSANDMODELSAUTHORDRAJITABHAMBASTHANDDRKMOMAYATHETWENTYFIRSTCENTURYSEEMSTOHAVEBEGUNWITHEVENTSINDICATIVEOFTHETURBULENCE,CHALLENGES

10、ANDOPPORTUNITIESAHEADEXCESSESDURINGLONGECONOMICBOOMINTHEAMERICASURFACEDWITHDOTCOMBUSTTHETERRORISTATTACKSOFSEPT2001ANDCOLLAPSEOFGIANTSSUCHASENRON,WORLDCOMHAVESHAKENCONFIDENCEINBUSINESSWITHJAPANPASSINGTHROUGHADECADELONGPAINFULTRANSITION,TWOBIGGESTECONOMIESOFTHEWORLDARENOTINAGOODSHAPESURVIVALANDSUCCESS

11、INSUCHTURBULENTTIMESINCREASINGLYDEPENDSONCOMPETITIVENESSTHEABILITYTOCOMPETECOMPETITIVENESSHASBEENDESCRIBEDMANYBYRESEARCHERSASAMULTIDIMENSIONALANDRELATIVECONCEPTSIGNIFICANCEOFDIFFERENTCRITERIAOFCOMPETITIVENESSCHANGESWITHTIMEANDCONTEXTTHEORIESANDFRAMEWORKSMUSTBEFLEXIBLEENOUGHTOINTEGRATETHECHANGEWITHKE

12、YSTRATEGICMANAGEMENTPROCESSESIFTHEIRUTILITYISSUSTAINEDINPRACTICECOMPETITIVENESSISAMULTIDIMENSIONALCONCEPTITMEANSDIFFERENTTODIFFERENTPEOPLEDEPENDINGONTHECONTEXTANDLEVELITCANBELOOKEDATTHREEDIFFERENTBUTINTERRELATEDLEVELSCOUNTRY,INDUSTRYANDFIRMLEVELCOMPETITIVENESSORIGINATEDFROMTHELATINWORD,COMPETER,WHIC

13、HMEANSINVOLVEMENTINABUSINESSRIVALRYFORMARKETSINSIMPLETERMS,ITISTHEABILITYTOCOMPETEITHASBECOMETHENAMEOFTHEGAMETODAYTODESCRIBEECONOMICSTRENGTHOFACOUNTRYORINDUSTRYORFIRMWITHRESPECTTOITSCOMPETITORSINTHEGLOBALMARKETECONOMYINWHICHGOODS,SERVICES,PEOPLE,SKILLSANDIDEASMOVEFREELYACROSSGEOGRAPHICALBORDERSMURTH

14、S,1998FIRMLEVELCOMPETITIVENESSCANBEDEFINEDASTHEABILITYOFFIRMTODESIGN,PRODUCEANDORMARKETPRODUCTSSUPERIORTOTHOSEOFFEREDBYCOMPETITORS,CONSIDERINGTHEPRICEANDNONPRICEQUALITIESDCRUZCOMPETITIVENESSPROCESSESARETHOSEPROCESSES,WHICHHELPIDENTIFYTHEIMPORTANCEANDCURRENTPERFORMANCEOFCOREPROCESSESSUCHASSTRATEGICMA

15、NAGEMENTPROCESSES,HUMANRESOURCESPROCESSES,OPERATIONSMANAGEMENTPROCESSESANDTECHNOLOGYMANAGEMENT5PROCESSESCOMPETITIVENESSPROCESSCANBEVIEWEDASABALANCINGPROCESSTHATCOMPLEMENTSTRADITIONALFUNCTIONALPROCESSESSUCHASOPERATIONSMANAGEMENTANDHUMANRESOURCESMANAGEMENTITENHANCESTHEABILITYOFANORGANIZATIONTOCOMPETEM

16、OREEFFECTIVELYSOURCESOFCOMPETITIVENESSARETHOSEASSETSANDPROCESSESWITHINANORGANIZATIONTHATPROVIDECOMPETITIVEADVANTAGETHESESOURCESCANBETANGIBLESORINTANGIBLESFIRMLEVELCOMPETITIVENESSISOFTHEGREATESTINTERESTAMONGPRACTITIONERSANDHASATTRACTEDTHEMAXIMUMATTENTIONOFRESEARCHERSAMONGTHETHREELEVELSOFCOMPETITIVENE

17、SSCOUNTRY,INDUSTRYANDFIRMMANYRESEARCHERSANDAUTHORSHAVETIMEANDAGAINWRITTENABOUTTHEIMPORTANCEOFFIRMLEVELCOMPETITIVENESSNATIONSCANCOMPETEONLYIFTHEIRFIRMSCANCOMPETE,ARGUESPROFCHRISTENSENOFBUSINESSADMINISTRATIONATTHEHARVARDBUSINESSSCHOOLPROFPORTERSAYSITISTHEFIRMS,NOTNATIONS,WHICHCOMPETEININTERNATIONALMAR

18、KETSPORTER,1998THEFIRMSACTUALLYCOMPETEINTHEGLOBALARENAANDFACETHEDIRECTCOMPETITIONTHEENVIRONMENTALFACTORSAREMOREORLESSUNIFORMFORALLCOMPETINGFIRMSRESEARCHSHOWSTHATTHIRTYSIXPERCENTOFTHEVARIANCEINPROFITABILITYCOULDBEATTRIBUTEDTOTHEFIRMSCHARACTERISTICSANDACTIONSMCGAHAN,1999OTHERPROFIRMVIEWSBARTLETTANDGHO

19、SHAL1989PRAHALADANDDOZ1987PRAHALADANDHAMEL,1990FOCUSONINDIVIDUALFIRMANDTHEIRSTRATEGIESFORGLOBALOPERATIONS,RESOURCEPOSITIONS,ETC,TOIDENTIFYTHEREALSOURCESOFTHEIRCOMPETITIVENESSPROCESSCENTRICPERSPECTIVESHAVEBECOMEPOPULARINRECENTTIMESTHEYCANHELPBRIDGETHECRITICALGAPSCREATEDBYSILOMENTALITYTHATEMERGESINFUN

20、CTIONALCENTRICORGANIZATIONSPOPULARITYOFBUSINESSPROCESSREENGINEERINGMOVEMENTINTHE1990SANDRESOURCEBASEDVIEWALSOHASSTRONGFOCUSONPROCESSESREVIEWOFLITERATUREIDENTIFIESTHERESOURCEBASEDVIEWINCONTEXTOFEXPLAININGCOMPETITIVENESSOFSOFTWAREFIRMSHOWEVER,RBVHASSOMELIMITATIONSSUCHASITLACKSCUSTOMERFOCUS,MARKETPOSIT

21、IONING,ANDISFOCUSEDONLARGEFIRMSBARNEY,2001,MATHUR,1999THEBIGGESTLIMITATIONSOFRBVINCONTEXTOFCOMPETITIVENESSMAYBETHATHARDLYANYFRAMEWORKORMODELEXISTSWHICHCANGUIDEPROFESSIONALSTOINTEGRATESTRATEGYWITHCOMPETITIVENESSONTHEOTHERHAND,APPFRAMEWORKTHATINTEGRATESRESOURCESTOPERFORMANCETHROUGHPROCESSESTHATAREUNDE

22、RSTOODBYPROFESSIONALSMAYPROVIDETHEBETTERTOOLTOINTEGRATECOMPETITIVENESSWITHSTRATEGYSHEE,2002,MOMAYA,1998ITCAN,THUS,PROVIDEAVEHICLETOUNDERSTANDTHEROLESOFPROCESSESANDCOMPLETECOMPETITIVENESS6DYNAMICSATTHEFIRMLEVELANEMPIRICALSTUDYINCONTEXTOFSOFTWAREINDUSTRYHASCONFIRMEDDOMINANTROLEOFPROCESSESFORSUPERIORPE

23、RFORMANCESHEE,2002SELECTSTUDIESHAVEBEENCATEGORIZEDONASSETPROCESSESPERFORMANCEFRAMEWORKTABLE2FROMTHESUMMARIZATIONTABLE,ITFOLLOWSTHATTHEREHASBEENLESSSTUDIESONASSET,ANDMUCHMORESTUDIESONPROCESSESANDPERFORMANCETHISHIGHLIGHTSTHEIMPORTANCEOFPROCESSES,ASIDENTIFIEDINTHELITERATUREREVIEWEARLIERMCGAHAN,1999ABUN

24、DANCEOFRESEARCHANDPUBLICATIONSATFIRMLEVELCOMPETITIVENESSHASYETTOMAKEREALIMPACTONCOMPETITIVENESSPRACTICESWITHINFIRMSINTERACTIONSWITHINDUSTRYPROFESSIONALSDURINGRESEARCHCLEARLYHINTTHATVERYFEWPROFESSIONALSHAVECLARITYABOUTHOWCOMPETITIVENESSINTERVENTIONSCANBEPLANNED,IMPLEMENTEDANDINTEGRATEDWITHEXISTINGPRO

25、CESSESORNEWPROCESSESFORRAPIDSCALEUPOFCOMPETITIVENESSMANYQUESTIONSABOUTCOMPETITIVENESSSTILLREMAINEDUNANSWEREDDESPITERICHLITERATUREABOUTTHECONCEPTSOMEOFTHEKEYQUESTIONSSUCHASHOWCANFRAMEWORKSANDMODELSBEADAPTEDFORAPARTICULARFIRMINAPARTICULARSTAGEOFDEVELOPMENTWITHDIFFERENTCAPABILITIESANDRESOURCESWHICHOFTH

26、EFRAMEWORKSORMODELSFORINDUSTRIESLIKEEMERGINGINDUSTRYSOFTWAREREMAINUNANSWEREDATTEMPTSTOUNDERSTANDTHEREASONSFORTHEFAILUREOFLITERATURETOFINDFAVOURWITHPRACTICEHINTEDATWEAKNESSESINTHEORIESORFRAMEWORKSTOINTEGRATECOMPETITIVENESSWITHSTRATEGYANDFUNCTIONALPROCESSESINTERACTIONSWITHINDUSTRYPROFESSIONALSTHROUGHT

27、WOWORKSHOPSAUGUST2002ANDQUESTIONNAIRESURVEYSMAYTOAUGUST2002HINTTHATAKEYREASONFORLOWUSAGEOFCOMPETITIVENESSTHEORIESMAYBEWEAKUNDERSTANDINGOFTHESEFRAMEWORKSANDMODELSALSO,LITTLEISKNOWNABOUTTHEUSAGEANDAPPLICABILITYOFTHESEFRAMEWORKSANDMODELSINDEVELOPINGCOUNTRIESSUCHASINDIACHAUDHRI,2001THEREHASBEENINADEQUAT

28、ERESEARCHONSUCHPRACTICALIMPORTANCEOFTHESECOMPETITIVENESSRELATEDFRAMEWORKSANDMODELSUNDERSTANDINGTHECOMPETITIVENESSDYNAMICSATTHEFIRMLEVELISCRUCIALFORCOMPETITIVENESSTHEREISQUITEABITOFRESEARCHONCOMPETITIVENESSATDIFFERENTLEVELSANDSPECIFICALLYATTHEFIRMLEVELSOMEOFTHEKEYFINDINGSAREPROCESSPERSPECTIVEHASATTRA

29、CTEDMORERESEARCHATTENTIONWEAKNESSESINUNDERSTANDINGCOMPETITIVENESS,SPECIFICALLYCOMPETITIVENESSPROCESSESFROMAWARENESSTOITSINTEGRATIONWITHSTRATEGY,MAYBEAROOTCAUSEOFLOWCOMPETITIVENESS7OFFIRMSININDIATHESIGNIFICANCEOFRESOURCEBASEDVIEWHASINCREASEDHOWEVER,LIMITATIONSHAVEALSOEMERGEDTHEREEXISTMANYFRAMEWORKS,M

30、ODELS,THEORIESONCOMPETITIVENESSINTEGRATEDFRAMEWORKSTHATCANHELPPRACTITIONERSTOTAKEKEYDECISIONSONCOMPETITIVENESSAREFEWTHEREISNEEDFORFRAMEWORKSTHATCANHELPSELECTRIGHTTOOLSFROMTHEINDUSTRYPERSPECTIVEAPPFRAMEWORK,THATINTEGRATESRESOURCESTOPERFORMANCETHROUGHPROCESSESTHATARENOWWELLUNDERSTOODBYPROFESSIONALS,MA

31、YPROVIDETHEBESTTOOLTOLINKCOMPETITIVENESSWITHSTRATEGYLEARNINGSFROMFINDINGS,ANATTEMPTISMADETODRAWIMPLICATIONSFORPROFESSIONALSINACADEMIAANDINDUSTRYTHEREISNEEDFORHARMONIZINGCOMPETITIVENESSANDRELATEDTERMS,SOTHATCONFUSIONCANBEMINIMIZEDWHILEFIVEFORCESANDDIAMONDMODELBYPROFPORTERANDTHEIRVARIANTSPROVIDEUSEFUL

32、INSIGHTS,THEIRLIMITEDUSEINCOMPETITIVENESSEVALUATIONSHINTSATTHENEEDFORBETTERFRAMEWORKSUSEOFCOMPETITIVENESSPROCESSASAKEYCOORDINATINGPROCESSAMONGKEYMANAGEMENTPROCESSESSUCHASSTRATEGICMANAGEMENT,HUMANRESOURCESMANAGEMENT,TECHNOLOGYMANAGEMENT,OPERATIONSMANAGEMENTMAYPROVIDEAPOWERFULTOOLEMERGINGHYPERCOMPETIT

33、IVEERAINTHELASTFEWDECADESHASCREATEDTHENEEDFOREXPLICITMANAGEMENTOFCOMPETITIVENESSCONSEQUENTLY,CONSIDERABLERESEARCHHASBEENUNDERTAKENONCOMPETITIVENESSISSUESATDIFFERENTLEVELSSYSTEMATICFRAMEWORKSSUCHASWCY,GCRANDNCRATTHECOUNTRYLEVELAREEXAMPLESOFUSEFULTOOLSTHATHAVEBEENDEVELOPEDTHROUGHRESEARCHLITERATUREREVI

34、EWIDENTIFIEDTHATFIRMLEVELHASRECEIVEDTHEMAXIMUMATTENTIONAMONGTHETHREELEVELSTHEREAREALSOLARGENUMBEROFFRAMEWORKSANDMODELS,BUTUSAGEOFSUCHFRAMEWORKSANDMODELSISSTILLVERYMINIMAL,SPECIALLYINCONTEXTOFADEVELOPINGCOUNTRYSUCHASINDIAMOSTOFTHEFRAMEWORKSORMODELSAREUSEFULTOEVALUATESOMESPECIFICDIMENSIONOFCOMPETITIVE

35、NESS,THEIRUTILITYINOTHERCONTEXTGETSLIMITEDDUETOLOWFLEXIBILITYEMPIRICALEVIDENCEHASDEMONSTRATEDTHEUTILITYOFAPPFRAMEWORKASAUSEFULANDROBUSTTOOLMANYSUCHFRAMEWORKNEEDTOBEUPGRADEDTHROUGHRESEARCHANDVALIDATIONTOEVOLVEFLEXIBLEFRAMEWORKSTHATCANBEUSEDWIDELYBYPRACTITIONERSFORTAKINGKEYDECISIONSCONCERNINGCOMPETITIVENESSOFTHEIRFIRMS