核心競爭力的研究(英文版)(doc 9頁)

核心競爭力的研究(英文版)內容提要：
Is your core competence a mirage?
Managers now consider just about everything a potential competence. Are you measurably better, can you sustain the difference, and does it matter? Building a core competence: three options.
KEVIN P. COYNE, STEPHEN J. D. HALL, AND PATRICIA GORMAN CLIFFORD
1997 Number 1
Core competence—the idea that a company can succeed without a structural competitive advantage by becoming the best at a few key skills or in a few knowledge areas—has enjoyed enormous popularity over the past six years. The article that introduced the concept has been one of the most requested reprints in the Harvard Business Review's history. Executive management programs and MBA curricula routinely devote hours to the subject, and executives often refer to their own and competitors' core competences as key drivers of strategy.
But despite all the attention this concept has received, its tangible impact on corporate performance has been mixed at best, as these statements attest:
"Core competence has too often become a 'feel good' exercise that no one fails."

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