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1、www.hbr.orgTheCoreCompetenceoftheCorporationbyC.K.PrahaladandGaryHamelIncludedwiththisfull-textHarvardBusinessReviewarticle:1ArticleSummaryTheIdeainBrief—thecoreideaTheIdeainPractice—puttingtheideatowork3TheCoreCompetenceoftheCorporation17FurtherReadingAlistofrelatedmaterials,withannotationstoguidef
2、urtherexplorationofthearticle’sideasandapplicationsReprint90311ThisdocumentisusedwithpermissionandisavailabletoJinghaoYan,inthecourse:UGBA115:CompetitiveStrategy(Spring2010),UniversityofCalifornia,Berkeley,forpersonaluseonlyfrom1/12/2010to5/14/2010.Unauthorizeduse,reproductionand/ordistributionarest
3、rictlyprohibited.ThisdocumentisusedwithpermissionandisavailabletoJinghaoYan,inthecourse:UGBA115:CompetitiveStrategy(Spring2010),UniversityofCalifornia,Berkeley,forpersonaluseonlyfrom1/12/2010to5/14/2010.Unauthorizeduse,reproductionand/ordistributionarestrictlyprohibited.TheCoreCompetenceoftheCorpora
4、tionTheIdeainBriefTheIdeainPracticeDiversifiedgiantNECcompetedinseem-CLARIFYCORECOMPETENCIESForgestrategicalliances.NEC’scollaborationinglydisparatebusinesses—semiconduc-Whenyouclarifycompetencies,yourentirewithpartnerslikeHoneywellgaveitaccesstotors,telecommunications,computing,andorganizationknows
5、howtosupportyourthemainframeandsemiconductortechnolo-consumerelectronics—anddominatedcompetitiveadvantage—andreadilyallocatesgiesitneededtobuildcorecompetencies.themall.resourcestobuildcross-unittechnologicalandproductionlinks.Usethesesteps:CULTIVATEACORE-COMPETENCYHow?Itconsidereditselfnotacollecti
6、onofMIND-SETstrategicbusinessunits,butaportfolioofArticulateastrategicintentthatdefinesyourcorecompetencies—thecompany’scol-companyanditsmarkets(e.g.,NEC’s“exploitCompetency-savvymanagersworkwelllectiveknowledgeabouthowtocoordi-acrossorganizationalboundaries,willinglytheconvergenceofcomputingandcomm
7、u-natediverseproductionskillsandtechnolo-shareresources,andthinklongterm.Toen-nications”).gies.couragethismind-set:IdentifycorecompetenciesthatsupportthatNECuseditscorecompetenciestoachieveStopthinkin
