【摘要】：核心競(jìng)爭(zhēng)力理論研究越來(lái)越受到學(xué)術(shù)界和實(shí)業(yè)界的重視,如何構(gòu)建企業(yè)的核心競(jìng)爭(zhēng)力是每個(gè)企業(yè)都要面對(duì)的問(wèn)題。核心競(jìng)爭(zhēng)力理論認(rèn)為,企業(yè)生存的根本就是具有競(jìng)爭(zhēng)力,而競(jìng)爭(zhēng)力向來(lái)以企業(yè)核心競(jìng)爭(zhēng)力為基礎(chǔ)。任何企業(yè)戰(zhàn)略目標(biāo)的實(shí)質(zhì)就是不斷構(gòu)建和完善自身的核心競(jìng)爭(zhēng)力,清晰界定核心競(jìng)爭(zhēng)力的概念,認(rèn)清核心競(jìng)爭(zhēng)力的特性,結(jié)合企業(yè)所處的環(huán)境,規(guī)范化、合理化的管理好企業(yè)各項(xiàng)資源,能夠使企業(yè)存在長(zhǎng)期的競(jìng)爭(zhēng)力。核心競(jìng)爭(zhēng)力理論的研究很少涉及到中小商業(yè)銀行,本文在以往銀行競(jìng)爭(zhēng)力研究的基礎(chǔ)上,結(jié)合核心競(jìng)爭(zhēng)力理論提取出中小商業(yè)銀行核心競(jìng)爭(zhēng)力的特征,找出中小商業(yè)銀行核心競(jìng)爭(zhēng)力的主要來(lái)源。 中小商業(yè)銀行核心競(jìng)爭(zhēng)力主要由稀有能力、難以效仿能力、有價(jià)值能力和不可替代能力構(gòu)成,從行業(yè)競(jìng)爭(zhēng)對(duì)手的角度來(lái)看,指的是不可效仿的特有能力。中小商業(yè)銀行核心競(jìng)爭(zhēng)力的基礎(chǔ)是人力資源和服務(wù)水平,它們是核心競(jìng)爭(zhēng)力的載體。中小商業(yè)銀行的無(wú)形資源包括銀行的信譽(yù)、產(chǎn)品品牌、產(chǎn)品創(chuàng)新能力、員工學(xué)習(xí)能力和獲取信息的能力。中小商業(yè)銀行的核心競(jìng)爭(zhēng)力由很多資源組成,核心競(jìng)爭(zhēng)力的競(jìng)爭(zhēng)也就是銀行資源的競(jìng)爭(zhēng),因此,科學(xué)合理的評(píng)價(jià)中小商業(yè)銀行核心競(jìng)爭(zhēng)力對(duì)識(shí)別銀行間差距和差異非常重要。 文章選取一些評(píng)價(jià)指標(biāo)作為核心競(jìng)爭(zhēng)力的評(píng)價(jià)體系,選擇理想的銀行作為參照對(duì)象,依據(jù)灰色系統(tǒng)評(píng)價(jià)理論對(duì)中小商業(yè)銀行進(jìn)行分析和評(píng)價(jià),計(jì)算出中小商業(yè)銀行核心競(jìng)爭(zhēng)力大小的排序,按照排序的大小選擇出核心競(jìng)爭(zhēng)力最強(qiáng)的銀行。評(píng)價(jià)模型可以反映出與行業(yè)里優(yōu)秀銀行的差距,幫助中小銀行修正自己的發(fā)展方向。我國(guó)現(xiàn)代企業(yè)制度不完善與銀行缺乏國(guó)際視野影響了中小商業(yè)銀行的創(chuàng)造力,同時(shí)也影響了核心競(jìng)爭(zhēng)力的培育和構(gòu)建。因此,中小商業(yè)銀行要保持現(xiàn)有競(jìng)爭(zhēng)力的同時(shí),不斷抓住市場(chǎng)需求和信息的反饋,動(dòng)態(tài)調(diào)整自身的發(fā)展策略,不斷完善核心競(jìng)爭(zhēng)力。
[Abstract]:The theoretical research of core competence has been paid more and more attention by academia and industry. How to construct the core competence of enterprises is a problem that every enterprise has to face. According to the theory of core competence, the survival of enterprises is based on competitiveness, and competitiveness has always been based on the core competitiveness of enterprises. The essence of the strategic goal of any enterprise is to constantly construct and improve its own core competitiveness, clearly define the concept of core competitiveness, recognize the characteristics of core competitiveness, combine the environment in which the enterprise is located, and standardize. Reasonable management of enterprise resources, can make enterprises have long-term competitiveness. The research on the theory of core competence rarely involves small and medium-sized commercial banks. On the basis of the previous research on the competitiveness of small and medium-sized commercial banks, this paper extract the characteristics of the core competitiveness of small and medium-sized commercial banks combined with the theory of core competitiveness. Find out the main source of the core competitiveness of small and medium-sized commercial banks. The core competitiveness of small and medium-sized commercial banks is mainly composed of rare ability, difficult to emulate ability, valuable ability and irreplaceable ability. From the point of view of industry competitors, it refers to the unique ability that can not be emulated. The core competence of small and medium-sized commercial banks is based on human resources and service level, and they are the carriers of core competitiveness. The intangible resources of small and medium-sized commercial banks include bank reputation, product brand, product innovation ability, employee learning ability and access to information. The core competence of small and medium-sized commercial banks is composed of many resources, and the competition of core competitiveness is the competition of bank resources. Therefore, scientific and reasonable evaluation of the core competitiveness of small and medium-sized commercial banks is very important to identify the gap and differences between banks. This paper selects some evaluation indexes as the evaluation system of core competitiveness, selects the ideal bank as the reference object, and analyzes and evaluates the small and medium-sized commercial banks according to the grey system evaluation theory. The ranking of the core competence of small and medium-sized commercial banks is calculated, and the banks with the strongest core competence are selected according to the ranking. The evaluation model can reflect the gap with the excellent banks in the industry and help the small and medium-sized banks to correct their own development direction. The imperfection of modern enterprise system and the lack of international vision of banks in China affect the creativity of small and medium-sized commercial banks, as well as the cultivation and construction of core competitiveness. Therefore, small and medium-sized commercial banks should maintain their existing competitiveness, constantly grasp the feedback of market demand and information, dynamically adjust their own development strategy, and constantly improve their core competitiveness.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.33

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