(1) Basic concept: Core competence is "knowledge accumulated in an organization, especially knowledge about how to coordinate different production skills and organically combine multiple technology streams". (2) Basic viewpoint: (1) The key of enterprise management strategy lies in cultivating and developing the core competitiveness of enterprises. The formation of core competitiveness should go through the process of accumulation and integration of internal resources, knowledge and technology. (2) Not all resources, knowledge and ability of an enterprise can form a sustainable competitive advantage, but only when the knowledge and ability of resources meet the standards of preciousness, heterogeneity, unrepeatability and irreplaceability can they become core competitiveness and form a sustainable competitive advantage of an enterprise. 2. Learning organization theory n Peter Shengji's book "The Fifth Discipline" 1990 expounds the theory of strategic management from the perspective of organization. The author believes that the ultimate goal of strategic management is to dynamically adapt to environmental changes, and organizational learning is an effective method to adapt to environmental changes. It has a decisive influence on the success or failure of enterprises. Especially in the era of information society and knowledge economy, organizational learning has become particularly important. The author also puts forward five disciplines that must be possessed to become a learning organization: self-transcendence, improvement of mental model, establishment of common ideal, team learning and systematic thinking. Among them, systematic thinking runs through the whole process of the other four disciplines, and it integrates the other four disciplines into one. It is not difficult for an organization to carry out a certain subject alone, but it is of little significance. Only by combining these five disciplines can a learning organization be established. 3. Strategic management theory about surpassing competition n There are many strategic management theories about surpassing competition. Take the co-evolution theory of enterprise ecosystem proposed by Moore 1996 as an example. According to this theory, enterprises should not regard themselves as a single enterprise, but as members of an enterprise ecosystem, which includes suppliers, producers, competitors and other stakeholders. N In the enterprise ecosystem, the formulation of enterprise strategy is very different from the traditional strategy: the basic unit of strategy formulation is no longer an enterprise or an industry, but a cooperative evolutionary ecosystem; Enterprise performance is not only a function of enterprise internal management and industry average profit, but also a function of enterprise alliance and network relationship management in ecosystem. The growth of a single enterprise is no longer the focus of consideration, but the development of the whole economic network and the position of the company in it become the focus of consideration; Cooperation is no longer limited to direct suppliers and customers, but extends to all enterprises that can be included in the whole ecosystem; Competition is no longer considered to be mainly between companies, but mainly between enterprise ecosystems, as well as the competition to gain a leading position and a central position within the system. N One of the contributions of this theory is that it transcends the defect that the strategic management theory before 1990s emphasized competition but neglected cooperation, and provides the basic framework for understanding the overall ecosystem of enterprise management under the environment of industrial integration and the strategic management methods for enterprises to develop and gain a leading position in it. 4. The latest trend There is a new trend in the field of academic research, which is to cross and mix the traditional views of various schools, draw new and more interesting conclusions, and appear many new research documents and achievements. For example, stakeholder analysis integrates the viewpoints of planning school and positioning school, while Porter and others combine the methods of positioning school and dynamic school to put forward the theory of "strategic maneuver" (including first-Mover advantage, using feint, etc.). The most popular thing is to combine the views of the learning school with those of other schools. The application of chaos theory in strategic management can be regarded as the combination of learning school and environmental school. The most famous theory of "dynamic competence" was put forward by Parra Halad and Hammer, the founders of core competence. This theory can be regarded as the combination of learning school and design school, which encourages strategic learning with strong leadership. Similarly, "resource-based theory" is a combination of learning school and cultural school. After entering the 1990s, the market economy reached a highly developed period, and the competition among enterprises became increasingly fierce, so the traditional management concept could not adapt to the changes in the new environment. Therefore, western management masters have summarized and sublimated, and made forward-looking research on enterprise management and environmental change trends.
These new ideas, which have just spread to China, may need to be reformed before they are applied to enterprises in China. However, farsighted operators should stand at the forefront of the trend of the times and explore new ways for the development of this enterprise.
① "learning organization"
The so-called "learning organization" means "an organization's ability to continuously expand and create the future". Its representative figure is Peter Shengji, who proposed that organizations should have the ability of self-learning, which can enhance the adaptability of enterprises. In a learning organization, the main goals of leaders are designers, teachers and housekeepers. In his masterpiece "The Fifth Discipline", he advocated to conceive, face and solve problems through five principles: systematic thinking, self-transcendence, improving thinking mode, establishing the same vision and team learning.
② organization flattening
Flat organization, also known as flat organizational structure, refers to the establishment of a compact flat organizational structure by reducing management levels and redundant personnel, which makes the organization flexible and sensitive and improves efficiency and effectiveness.
Its main representatives are peter drucker and Alf toffler.
③ Virtual enterprise
Virtual enterprise refers to a new type of enterprise that uses information technology to break the limitation of time and space. It is a collaborative network composed of a group of collaborators who use electronic means to quickly establish flexible relationships in a short time to complete a specific task. It is different from the traditional entity enterprise with cement wall or fence, and can also be called "strategic intelligent relationship".