Session 3
第3 节

Chapter 3 The Internal
第 3 章内部

Organization:
组织： Resources,
资源 Capabilities, Core
功能， 核心

Hitt,
希特， Ireland,
爱尔兰 Hoskisson,
霍斯基森， Harrison, Strategic Management: Concepts and Cases: Competitiveness
Harrison，战略管理：概念和案例：竞争力 and
和 Globalization,
全球化 14th Edition.
版。© 2024
© 2024 年 Cengage. All
圣智。都 Rights
权利 Reserved.
保留。 May
五月 not be scanned, copied or duplicated, or posted to a
不得扫描、复制或复制，或发布到 pu
濮blicly
轻快地 accessible website,
无障碍网站， in
在 whole
整个 or
或 in
在 part.
部分。

Learning Objectives
学习目标

By the end of this chapter, you should be able to:
在本章结束时，您应该了解：

3.1 Explain why a firm needs to study and understand its internal organization.
3.1解释为什么公司需要研究和了解其内部组织。

3.2 Define value, and discuss its importance.
3.2定义价值，并讨论其重要性。

3.3 Describe the differences between tangible and intangible resources.
3.3描述有形资源和无形资源之间的区别。

3.4 Define capabilities, and discuss their development.
3.4定义功能，并讨论其开发。

3.5 Describe four criteria used to determine if resources and capabilities are core competencies.
3.5描述用于确定资源和能力是否为核心能力的四个标准。

3.6 Explain how firms analyze value chains to determine where they are able to create value when using their resources, capabilities, and core competencies.
3.6解释公司如何分析价值链，以确定他们在使用其资源、能力和核心竞争力时能够在哪些方面创造价值。

3.7 Define outsourcing, and discuss reasons for its use.
3.7定义外包，并讨论其使用的原因。

3.8 Discuss the importance of identifying internal strengths and weaknesses.
3.8讨论识别内部优势和劣势的重要性。

3-1

Understanding the Firm’s Internal Environment
了解公司的内部环境

• Firms and organizations achieve strategic competitiveness and earn above-average returns by acquiring, bundling, and leveraging their resources for the purpose of taking advantage of opportunities in the external environment in ways that create value for customers.
•公司和组织通过收购、捆绑和利用他们的资源来实现战略竞争力并获得高于平均水平的回报以为客户创造价值的方式利用外部环境中的机会。

• Competitors will eventually learn how to duplicate the benefits of any firm’s value-creating strategy.
•竞争对手最终将学习如何复制任何公司的价值创造战略的好处。

− Thus, all competitive advantages have a limited life.
−因此，所有竞争优势都有其有限的寿命。

Understanding the Firm’s Internal
了解公司内部

Environment (2 of 3) O
环境 （2/3）O

• In general, a competitive advantage’s
•一般来说，有竞争力的广告

factors:
因素：

− The availability of substitutes for the
− 替代品的可用性

− The imitability of the core
− 核心的可模仿性

competence
能力

• For all firms, the challenge is to effectively manage current core competencies while simultaneously developing new ones.
•对于所有公司来说，挑战在于有效管理当前的核心竞争力，同时开发新的核心竞争力。

• Only when firms are able to do this can they expect to:
•只有当公司能够做到这一点时，他们才能期望：

− achieve
实现 strategic
战略的 competitiveness
竞争力. − earn
赚 above
以上-average
平均 returns
返回.

− remain ahead of competitors in both
− 在这两个方面都领先于竞争对手

Understanding the Firm’s Internal
了解公司内部

Environment (3 of 3) O
环境 （3/3）O

• By analyzing its internal organization, a firm determines what it can do.
•通过分析其内部组织，公司确定它可以做什么。

• Matching what a firm can do with what it might do yields insights for the firm to select its strategies.
•将公司的行为与可能的行为相匹配，可以为公司选择其战略提供见解。

− Can do - a function of its resources, capabilities, and core competencies in the internal organization
− 能发挥内部组织资源、能力、核心竞争力等功能

− Might do - a function of opportunities and threats in the external environment
−可能在外部环境中发挥 opportunities和威胁的功能

Why Understand the Internal Organization
为什么要了解内部组织

(1 of 2)
（1页，共 2 页）

• In today’s global economy, some of the resources that were traditionally critical to firms’ efforts to produce, sell, and distribute their goods or services are now less likely to be the source of competitive advantages.
•在当今的全球经济中，一些传统上对公司生产、销售和分销其商品或服务至关重要的资源现在不太可能成为竞争优势的来源。

• This is because an increasing number of firms are using their resources to form core competencies through which they successfully implement an international strategy as a means of overcoming the advantages created by more traditional resources.
• 这是因为越来越多的公司正在利用他们的资源来形成核心竞争力，通过这些核心竞争力，他们成功地实施了国际战略，作为克服更传统资源创造的优势。

Why Understand the Internal Organization
为什么要了解内部组织

(2 of 2)
（2页中的 2 页）

• Firms analyzing their internal organization should use a global mind-set to do so.
•公司分析其内部组织时，应采用全球思维模式。

− A global mind-set is the ability to analyze, understand, and manage an internal organization in ways that are not dependent on the assumptions of a single country, culture, or context.
−全球思维模式是指以不依赖于单一国家、文化或背景的假设的方式分析、理解和管理内部组织的能力。

• Analyzing the firm’s internal organization requires that evaluators understand how to leverage the firm’s unique bundle of resources and capabilities.
• 分析公司的内部组织要求评估人员了解如何利用公司独特的资源和能力。

Figure 3.1 Components of an Internal Analysis O
图 3.1 内部分析O 的组成部分

3-2

Creating Value and Its Importance
创造价值及其意义

Creating Value and Its Importance (1 of 3) O
创造价值及其重要性 （1/3）O

• Value is measured by a product’s performance characteristics and by its attributes for which customers are willing to pay.
•价值是通过产品的性能特征和客户愿意为其付费的属性来衡量的。

• Firms create value by innovatively building and leveraging their resources to form capabilities and core competencies.
•公司通过创新地构建和利用其资源来形成能力和核心竞争力，从而创造价值。

• Ultimately, creating value for customers is the source of above- average returns for a firm.
•归根结底，为客户创造value是公司高于平均水平回报的来源。

• The strategic decisions managers make about the internal organization:
•管理者对内部组织做出的战略决策：

− are nonroutine.
− 是非常规的。

− have ethical implications.
− 具有道德含义。

− significantly influence the firm’s ability to earn above-average returns.
−显著影响公司获得bove 平均回报的能力。

Creating Value and Its Importance (2 of 3)
创造价值及其重要性 （2/3）

• Making decisions regarding the firm’s assets:
•对公司资产做出决策：

− involves identifying, developing, deploying, and protecting resources,
−涉及识别、开发、部署和保护资源，

capabilities, and core competencies.
能力和核心竞争力。− is challenging and
具有挑战性且 difficult.
难。

− is increasingly internationalized.
− 越来越国际化。

• A firm can improve by studying its mistakes.
• 一家公司可以通过研究自己的错误来改进。

− The learning generated by making and correcting mistakes can be important in the creation of new capabilities and core competencies.
−通过犯错和纠正错误产生的学习对于创造新的能力和核心能力非常重要。

Figure 3.2 Conditions Affecting Managerial
图 3.2 影响管理的条件

Decisions About
关于 Resources, Capabili
资源， Capabilities, and
ties 和 Core Competencies
核心竞争力

Creating Value and Its Importance (3 of 3)
创造价值及其重要性 （3/3）

• In making decisions affected by these three conditions, judgment is required.
•在做出受这三个条件影响的决策时，需要判断。

− Judgment is the capability of making successful decisions when no obviously correct model or rule is available or when relevant data are unreliable or incomplete.
−判断是在没有明显正确的模型或规则可用或相关数据不可靠或不完整时做出成功决策的能力。

− When exercising judgment, decision makers:
− 在行使裁判权时，决策者：

• In a competitive landscape, executive judgment can become a valuable capability.
•在竞争环境中，执行判断可以成为一种有价值的能力。

3-3

Resources, Tangible and Intangible
有形和无形资源

Resources, Tangible and Intangible (1 of 4) O
资源，有形和无形 （1/4）O

• The
这 foundations
基础 of
之 competitive
竞争 advantage
优势 are
是: − Resources
资源

− Capabilities
−功能

− Core competencies
− 核心能力

• Resources are bundled to create organizational capabilities.
•捆绑资源以创建组织功能。

• Capabilities are the source of a firm’s core competencies, which are the basis of establishing competitive advantages.
• 能力是公司核心竞争力的来源，是建立竞争优势的基础。

Resources, Tangible and Intangible (2 of 4) O
有形和无形资源（4 个中的 2 个）O

• Broad in scope, resources cover a spectrum of individual, social, and organizational phenomena.
•范围广泛，资源涵盖个人、社会和组织现象a.

• By themselves, resources do not
资源本身不会 allow
允许 firms
公司 to
自 create
创造 value
价值 for
为 customers
客户 as
如 the
这 foundation
基础 for
为 earning above-average retu
赚取高于平均水平的 RETUrns.
RNS 的

• Tangible resources are assets that can be observed and quantified.
•有形资源是可以观察和量化的资产。

• Four primary categories of tangible resources are:
•有形资源的四大类主要类别是：

• Financial
•财务

• Organizational
•组织

• Physical
•物理

• Technological
•技术

Sources: Adapted from J. B. Barney, 1991, Firm resources and sustained competitive advantage, Journal of Management,
来源：改编自J.B.Barney，1991，公司资源和持续竞争优势，管理杂志，

17: 101; R. M. Grant, 1991, Contemporary Strategy Analysis, Cambridge: U.K.: Blackwell Business, 100–102.
17：101;R.M. Grant，1991，当代战略分析，剑桥：英国：Blackwell Business，100-102。

Resources, Tangible and Intangible (3 of 4) O
有形和无形资源 （4 之 3）O

• Intangible resources are assets that are rooted deeply in the firm’s history, accumulate over time, and are relatively difficult for competitors to analyze and imitate.
•无形资源是深深植根于公司历史、随着时间的推移而积累、竞争对手相对难以分析和模仿的资产。

• Three primary categories of intangible resources are:
• 无形资源的三大类是：

• Human
•人类

• Innovation
•创新

• Reputational
•声誉

Sources: Adapted from R. Hall, 19 92, The strategic analysis of intangible resources, Strategic Management Journal, 13: 136–139; R. M. Grant, 19 91, Contemporary Strategy Analysis, Cambridge U.K.: Blackwell Business, 101–104.
来源：改编自R.Hall，19 92，无形资源的战略分析，战略管理杂志，13：136-139;R.M. Grant，19 91，当代战略分析，英国剑桥：Blackwell Business，101-104。

Resources, Tangible and Intangible (4 of 4) O
资源，有形和无形 （4/4）O

• Tangible Resources:
• 有形资源：

• are hard to leverage.
• 难以利用e.

• are
是 difficult
难 to
自 derive
获得 additional
附加 business or value f
商业或价值 From.
只读存储器。

• Intangible Resources:
•无形资源：

• are less visible and more
不太明显，但更 difficult
难 for
为 competitors
竞争 对手 to
自 understand,
理解 purchase,
购买 imitate,
模仿 or substitute for.
或替代。

• are
是 more
更多 relied on
依赖 to
自 be
是 the
这 foundation
基础 for
为 a firm’s
公司的 capabilities
能力.

• can be leveraged.
• 可以杠杆。

3-4

Capabilities and Core Competencies
能力和核心竞争力

Capabilities and Core Competencies O
能力和核心竞争力O

• Capabilities are:
•功能包括：

− created by combining individual tangible and intangible resources.
− 通过组合个人有形和无形资源而创造。

− the foundation for building core competencies and competitive advantages.
− 构建核心竞争力和竞争优势的基础。

− often based on developing, carrying, and exchanging information and knowledge through the firm’s human capital.
−通常基于通过公司的人力资本开发、携带和交换信息和知识。

− Strategic human capital allows a firm to develop capabilities through matching the knowledge, skills, and abilities of their employees to particular
−战略人力资本允许公司通过将员工的知识、技能和能力与特定

Table 3.3 Example of Firms’ Capabilities (1 of 2) O
表 3.3企业能力示例（2项中的 1 项）O