Core Competence[核心竞争力]
(Hamel Prahalad)



Core Competence[核心竞争力]Hamel和Prahalad的核心竞争力(Core Competence)模型是一个著名的企业战略模型,其战略流程的出发点是企业的核心力量。

自内而外的企业战略(Inside-out Corporate Strategy)

传统的自外而内(Outside-in)战略(例如Five Forces[五力模式]),总是将市场、竞争对手、消费者置于战略设计流程的出发点上。 核心竞争力理论恰好与其相反,认为从长远来看,企业的竞争优势取决于企业能否以低成本、并以超过对手的速度构建核心竞争力。 核心竞争力能够造就料想不到的产品。 竞争优势的真正源泉是企业围绕其竞争力整合、巩固工艺技术和生产技能的能力,据此,小企业能够快速调整适应变化了的商业环境。 核心竞争力是具体的、固有的、整合的或应用型的知识、技能和态度的各种不同组合。

Hamel和Prahalad在他们的《企业核心竞争力》(The Core Competence of the Corporation,1990)一文中,驳斥了传统的组合战略。 根据他们的观点,把战略事业单元(SBU)放在首位,是一个明显的时代错误。 Hamel和Prahalad认为,应该围绕共享的竞争核心来构建企业。 比较: Horizontal Integration[横向整合]

SBU的设置必须要有助于强化发展企业的核心竞争力。 企业的中心部门如财务不应该作为一个独立层面,它要能够为企业的战略体系链接、竞争力构建增加价值。


  1. 为企业提供通向广阔的多样化市场的潜在通道。
  2. 使企业能够从生产顾客所需产品中获得巨大回报。
  3. 竞争者难以复制。


核心竞争力的构建是通过一系列持续提高和强化来实现的(比较: Kaizen[改善]), 它应该成为企业的战略核心。 从战略层面来讲, 它的目标就是帮助企业在设计、发展某一独特的产品功能上实现全球领导地位。

企业高管在SBU的帮助下,一旦识别出所有的核心竞争力,就必须要求企业的项目、人员都必须紧紧围绕这些竞争核心。 企业的审计人员的职责就是要清楚围绕企业竞争核心的人员配置、数量以及质量。 肩负企业核心竞争力的人员应该被经常组织到一起,分享交流思想、经验。


必须注意不能使企业的核心竞争力发展成为僵化的核心。 对于企业来说,学习培养一个竞争核心难,遗忘一个竞争核心同样困难。 企业不遗余力地构建了一项核心竞争力,有时候却又可能忽略了新的市场环境和需求, 在这种情况下,企业则面临着固步自封的危险。。。

参考文章: C.K. Prahalad, Gary Hamel - The CC of the Corporation -

参考书: Michael Goold, Andrew Campbell - Corporate-Level Strategy -

参考书: C.K. Prahalad, Gary Hamel - Competing for the Future [中译本《竞争大未来》,台湾智库股份有限公司,1995;北京昆仑出版社,1998]-

小组 - 核心竞争力

小组 (11名成员)

论坛 - 核心竞争力  


  Why Protect Core Competence?
Why should a firm ensure its core competence is hard to imitate? The whole market should be made aware about a firm's C (...)
  CC as an Organisational Trait(s)
Try to define your organisation's Core Competency and you find yourself with the same problem as trying to identify your (...)
  Identifying a Core Competence
How can a firm identify its CC? (...)
  Core Competency versus Corporate Competency?
Is there any difference between core competency and corporate competency? If yes, then please explain. (...)
  Imitation of Core Competence
How can a firm ensure that its core competence(s) are hard to imitate? (...)
  The Virtual Company and Core Competences
It's interesting to consider a when you are thinking about Core Competences: 1. The Virtual Company focuses as much as (...)
  Utilizing a Core Competence
Once an organization has defined its Core Competence, finding or creating new markets to leverage the CC becomes a cruci (...)
  Always link Strategy to CC
Core competencies are the activities in which any organization does exceedingly well and they are always built over time (...)
  Core Competences and Porter's 5 Forces
Core competencies are like one pole of a magnet, opposite poles always attract each other. The other pole is customer's (...)
  Is CC REALLY Different from FF?
The trouble with this article and concept is that it begins by suggesting that CC is opposite to Porter's FF approach in (...)
  Leadership & Core Competence
Resources that might be easily available will not enable a business to achieve a competitive advantage over rivals. If a (...)
  Core Competency Should be Challenged
A Core Competency should be difficult for competitors to imitate. But I would like to add that it should also be challen (...)
  Integrating the Core Competence
Having identified the core competence of the organisation, the real challenge - particularly in knowledge intensive orga (...)
  Outside- in vs. Inside-out
I think the debate on the wisdom of an "outside- in" vs. "inside-out" approache is misplaced. CC is clearly the latter b (...)
  People are our Greatest Asset
How practical are Prahalad and Hamel (1990) when they suggest that the general managerial epithet, people are our great (...)
  Core Competences Change due to ICT
(In what way) Did core competences change after the ICT evolution? (...)
  Defining New Services / Capabilities
How can we come up with ideas to develop new services, based on current internal strength of existing services and capab (...)
  Examples of Core Competences
Here are few examples of Core Competencies you frequently see in literature on CCs: Apple: user-friendly design of elec (...)
  Collaboration and CC
How can a firm avoid that its core competence(s) are threatened when it is collaborating with other firms such as in dem (...)
  Is There Any Difference Between a Competence and a Competency?
Is there any difference between an organizational / strategic competence and a competency? In other words are competence (...)

最佳实践 - 核心竞争力


  Financial Valuation of a Core Competence
How can a firm determine the financial valuation of individual CCs? How can we measure the value of a core competence? (...)

Expert Tips (ENG) - Core Competence



Developing Core Competencies

Strategy (...)

Uses (Advantages) of Core Competencies

Strategy (...)

Customer Centricity: Success Factors for Customer Intimacy

Value Disciplines, Customer Strategy, Customer Intimacy, Customer-oriented, CRM (...)

A Corporate Theory: Long-term Handhold and Guidance in Turbulent Times?

Inside-out Corporate Strategy, Corporate Visioning (...)

Qualities of Core Competences

What is a Core Competence and What isn't? (...)

The Key Role of the Strategy Competence in Creating Sustainable Competitive Advantage

Business Strategy, Corporate Strategy, Competitive Advantage, Strategy Education (...)

How to Change a Firm's Core Business?

A 7-Step Process (...)

相关资料 - 核心竞争力


比较:   Resource-Based View[企业资源观]  |  Blue Ocean Strategy[蓝海战略]  |  Outsourcing[外包]  |  Delta Model[金三角模型]  |  Vertical Integration[垂直整合]  |  Porter  |  Strategic Types[战略类型]  |  Parenting Advantage[母合优势]  |  Trajectories of Industry Change[产业变革轨迹]  |  Forget Borrow Learn[遗忘借用学习法]  |  Parenting Styles[母合类型]  |  Experience Curve[经验曲线]  |  BCG Matrix[BCG矩阵]  |  Growth Phases[成长阶段]  |  Distinctive Capabilities[特殊能力]  |  Organizational Configurations[组织构型]  |  Centralization and Decentralization[中心化与去中心化]  |  Management Buy-out[管理者收购]  |  Acquisition Integration Approaches[收购整合法]  |  Co-Creation[共同创造]  |  Strategic Intent[战略意图]

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