【作者】 杨璐晟；

【导师】 许正良；

【作者基本信息】 吉林大学 ， 企业管理， 2004， 硕士

【摘要】 随着市场竞争的日趋激烈，国有企业经营环境的复杂性和不稳定达到前所未有的程度。企业要保持持久的竞争优势，就必须拥有自身的核心竞争力，可悲的是目前存在许多国有企业还没有意识到这一点。不少企业常常只是简单地将经营目标指向某一最终产品市场，将企业看成是若干产品、事业和工厂组成的混合体，而忽视了他们背后的决定性因素——核心竞争力。成功的企业已不再把自己看成是一些制造产品的事业单位的组合，而是核心能力的结合。日本本田公司50年代初还只是一个生产50cc摩托车引擎的中等规模的制造商，如今已成为世界汽车工业强有力的竞争者，并对长期占据汽车产业主导地位的美国通用公司和福特公司发起了挑战。研究发现，其成功的原因主要在于他们在企业的经营发展中，一直坚持一种理念：即将企业的竞争优势建立在核心竞争力的基础上。中国国有企业改革必须把培育和建设企业核心竞争力作为企业首要目标，而且在竞争激烈的市场经济中，国有企业要想发展壮大，就必须适应不断变化的市场，选择合适的发展战略和路径，积累、应用和保持自身的核心竞争力。因为，国有企业核心竞争力的内涵和构成要素，决定了培育其核心竞争力对加入WTO与可持续发展具有超乎寻常的战略意义。原因如下：第一，核心竞争力超越了具体的产品、服务以及企业内部所有的业务单元，将企业之间的竞争直接升华为企业整体实力之间的对抗。所以，核心竞争力的“寿命”比任何产品和服务都长，关注核心竞争力比局限于具体产品和业务单元的发展战略更能准确地反映企业长远发展的客观需要，使企业避免目光短浅所导致的战略性误区。第二，核心竞争力可以增强企业在相关产品市场上的竞争地位，其意义远远超过单一产品市场上的胜败，对企业的发展具有更为深远的意义。 <WP=78>第三，企业核心竞争力的建设，更多地是依靠经验和知识的积累，而不是某项重大发明导致的重大跃进。因此，很难“压缩”或“突击”。即使产品周期越来越短，核心竞争力的建设仍需数年甚至更长的时间。总之，核心竞争力是我国国有企业建立发展战略上的必然选择。有学者从当前国内形势谈论这个观点，他们认为未来的市场竞争，将是核心竞争力的竞争。我国已经加入WTO，国有企业将全部置身于经济全球化的大背景之中，并因此受到强大的冲击；国有企业要想谋得生存与发展，就必须注意对企业核心竞争力的培育，靠核心竞争力来赢得生存权与主动权，因此，增强企业核心竞争力是国有企业顺利与国际接轨的必然选择；是保证企业健康、快速发展的必然选择。所以说，塑造核心竞争力是我国国有企业适应国际竞争在战略上的必然选择，在新世纪新环境下对国有企业来说具有革命性意义和战略意义。本论文正是基于这样的写作背景，对如何培育我国国有企业的核心竞争力进行了研究。论文所依据的主要理论包括：企业竞争优势、企业核心竞争力、企业成长模式、制度经济学、博弈论、战略管理等理论。全文包括绪论和四章共五个部分：绪论部分主要介绍了国有企业的涵义、特征、发展历程以及本文的写作背景和研究意义等。第一章：国有企业简介。首先对我国国有企业的改革历程进行了简单的回顾，然后通过详细的数据阐述了企业的经营现状及面临的挑战，并对国企陷入困境的深层次原因进行了详尽分析。提出了培育国有企业核心竞争力的战略意义。第二章：企业核心竞争力理论综述。在本章我们着重研究了如下四个问题：（1）什么是企业核心竞争力？通过对国内外的一些重要观点及不同理解的比较研究，我们为核心竞争力提出了一个全新的概念，使其变得更具有实践意义，并更容易被人理解接受。（2）如何理解核心竞争力？我们对理解核心竞争力的逻辑层次进行了研究。（3）核心竞争力受哪些因素的影响？我们从核心竞争力的组成结构上着手分析了四大主要影响因素。即：企业文化力、学习力、创新力和不可控因素。（4）企业<WP=79>如何评价核心竞争力的有无和强弱？我们为企业管理者给出了明确的评价指标体系和评价方法体系。第三章：国有企业核心竞争力的培育规划。本章首先回答了企业核心竞争力的培育及培育规划的涵义是什么这一问题。其次，研究了企业如何确定核心自己的竞争力，也即判断本企业的核心竞争力应该是什么的方法、步骤及需要注意的关键问题等。第四章：国有企业核心竞争力的培育机制。本章和第三章一样是本文的核心内容和研究的重心。深入研究了企业怎样才能构建自身的核心竞争力，如何对核心竞争力的基本构成要素（文化力、学习力、创新力）进行培育并整合。更多还原

【Abstract】 Facing with fierce competitions, state-owned enterprises are more and more play in a complex and unprecedented market environment. If the enterprises still want to keep competition advantages, they must have their own core competitions. It is sad to us that very few state-owned enterprises have realized this at present. Many enterprises often set the operations objective on a certain product market briefly, they regard the enterprise as a combined unit of products, the causes and factories, but the decisive factor behind the core competition, is ignored. Successive enterprise do not regarded itself as a combined unit of products, but the combination of a set of key abilities. The Japanese company Honda, at the beginning of the fifties, was still a manufacturer which produces 50cc motorcycle engines of medium-sized scale became a world powerful competitor in auto industry, even challenged the leading U.S. companies, Ford and GM, studies proved that it’s success lay in the enterprise adhering its management to a kind of theory all the time: The competition advantage of the enterprise must be set up on the basis of core competition. China’s SOE reform must regard cultivating and build core competition of enterprise as a primary goal, And the state-owned enterprise want to develop and grow in the competitive market economy, they must adapt to the constantly changeable market, choose their own suitable development strategy and route, they must accumulate and keep their own core competition, For the intension and key composing elements of the core competition determines that state-owned enterprise cultivating core competitions will make strategic meanings ,when China’s accession to the WTO. The reason is as followed: Firstly, The core competition has surmounted the concrete products, the service and all business units inside the enterprise, It make enterprise’s competitions to the whole strength of enterprise. So, life-span of the core competition is longer than any product and service, Paying close attention to core competitions other than confining to business unit and accurate concrete products in the development <WP=81>strategies show a long-term desirability of developments, It also make enterprises avoid of the short-sighted strategic mistaken ideas.Secondly, The core competition can strengthen the competitive position on a relevant product market, Its meanings far exceed the victory or defeat on the single product market, it have more far-reaching meanings to the development of the enterprise. Thirdly, the construction of the core competition of enterprise, is the accumulation of experiences and knowledge, rather than a leap forward greatly caused by a certain great invention. Therefore it is very difficult to " compressing" or" assault ". Even products period is shorter and shorter, the construction of the core competition still takes several years.In a word, the core competition is the inevitable choice that the state-owned enterprises make on the development strategies. Some scholars talks about this view from the aspect of present domestic situation, they think the future will be the competition of the core abilities. China has joined WTO, the state-owned enterprises will all place themselves in the midst of the great background of the economic globalization, and also will face with strong impact; If the state-owned enterprises want to survive and develop, they must pay attention to the cultivation of the core competition, gain the abilities to subsistence and initiative by core competitions, so, it is the inevitable choice of state-owned enterprise to strengthen the core competition in order to get in line with international standards; Therefore, it is the inevitable strategic choice for the state-owned enterprise to join international competition with core competition, It has revolutionary meaning and strategic meaning for the state-owned enterprises in the new century and new environment.This thesis exactly based on the above backgrounds, The main theories that the thesis based on include: Ent更多还原