第1页共16页编号：时间：2021年x月x日书山有路勤为径，学海无涯苦作舟页码：第1页共16页CorecompetenceandcompetitivestrategyoftheTaiwanshipbuildingindustry:aresource-basedapproach第2页共16页第1页共16页编号：时间：2021年x月x日书山有路勤为径，学海无涯苦作舟页码：第2页共16页InstituteofBusinessandManagement，JUNE2004TheshipbuildingoutputforTaiwanhadbeen4thintheworlduntil1999;however,atthattime,itdroppedtothe9th.Currently,theworldshipbuildingcapacitygreatlyexceedsthedemandandthisdisparitycouldgrowto40%by2005.Facingthisturningpoint,themainobjectiveofthisstudyistore-examinetheinternationalcompetitivepositionofTaiwan’sshipbuildingindustry;further-more,torealizetheindustries’corecompetencesandattempttorecommendcompetitivestrategiesforthefuturedevelopmentofTaiwan’sshipbuildingindustry.TheresultsshowthatTaiwan’smaincorecompetenceisproductionmanagement,mainlythroughheterogeneousresourceanalysis.Thispaperalsoproposesthatforgeneraltypesofships,Taiwan’sdevelopmentpriorityshouldbetoutilizelow-coststrategiestooccupythemarketcontinuously;astohighvalueaddedtypesofships,Taiwan’spriorityshouldbetoutilizedifferentialandfocusstrategies.Finally,thedirectionofgovernmentpolicyissuggested.IntroductionResource-basedviewhasbecomeasignificantapproachforstrategymanagementthroughmanyliteraturediscussionssinceWernerfelthighlightedhowadepartmentusinguniqueandidiosyncraticorganizationalresourcescansustainsuperiorperformance[1].Firmscanobtainadvantagesbyanalyzingandre-assessinginformationabouttheassetstheyalreadycontrol,iftheseassetscanbeusedtoimplementvaluablemarketstrategiesandifsimilarassetsarenotcontrolledbyasignificantnumberofcompetitors.Navarrosuggestedthataresource-basedviewofthefirmisakeyfortherenewalofstrategicthinkinginmatureindustries[2].Barneyproposedthatresourcesincludeallassets,capabilities,organizationalprocesses,firmattributes,information,knowledge,etc.controlledbyafirmthatenablethefirmtoconceiveofandimplementstrategiesthatimproveitseffciencyandeffectiveness[3].However;thereareafewrelatedconceptsinstrategyliteraturewhichareworthmentionedasfollows:OrganizationalcapabilityUlrich&Lakeproposedthatorganizationalcapabilityistheabilitytobuildfirm’sinternalstructureandprocess,andthesestructureandprocessareabletoaffectemployeestocreateorganizationalappropriablecapability.Hence,theorganizationisabletofitwithstrategicrequirementandenvironmentalchange[4,5].DistinctivecompetenceSelznickproposedthatdistinctivecompetenceistodescribethecharacterofanorganization,referstothosethingsthatanorganizationdoesespeciallywellincomparisonwithitscompetitors[6].Snow&Hrebiniakstatedthatdistinctive第3页共16页第2页共16页编号：时间：2021年x月x日书山有路勤为径，学海无涯苦作舟页码：第3页共16页competenceisthecapabilitythatorganization’scompetitorsdonotpossess[7].CorecompetencePorterproposedthatmainstreamstrategyresearchthroughthe1980sandtheearly1990sbroadlyassumedthatitispossibleforafirmtoachieveandsustainacompetitiveadvantage,auniquepositionrelativetocompetitorsthatallowsittoconsistentlyoutperformthem[8].PostPorter’sideal,muchoftheresearchoncompetitiveadvantagefocusedoncorecompetenceasamajorsourceofthatadvantage[9].Corecompetenceisthecollectivelearningintheorganization,especiallyhowtocoordinatediverseproductionskillsandintegratemultiplestreamsoftechnologies[10,11].Afirm’scorecompetenceisdefinedasthevectoroftheirrevers...
