房地产管理中英文对照外文翻译文献

阿里汉等人却只关注关键资源或战略资源，

他们认为这些资源构成了

3

房地产管理中英文对照外文翻译文献

组织惯例或核心竞争力，是一个企业的先进经济指标的关键。

Haan

< br>和

Teece

等将能力定义为公司的开发能力和重新配置 其内部和外部

资源以及迅速应对变化的能力。

在小–中型企业资 源理论方法的分析

中，

Rangone(1999)

能：

(1)

创新能力；

(2)

市场管理能 力；

(3)

生产能力。在战略管理方

法 中包含了一些通用程序，如竞争环境比较，战略的制定，战略的实

施和评估与控制

。

4

房地产管理中英文对照外文翻译文献

原文

A

Competitiveness factors: a study of the real estatemarket in

China

Competitiveness research

In

academic

circles,

the

study

of

‘competitiveness’

has

proved

extremely popular with management theorists,managers and directors in

recent

years,

as

it

is

generallybelieved

that

mapping

the

competitive

environment of an organization helps to form a sound basis for business

strategy development (Feurer and Chaharbaghi, 1994).As maintained by

Waheeduzzaman and Ryans (1996),the study of competitiveness involves

multidimensional

concepts

and

disciplines.

Flanagan

et

al.

(2007)provided

a

critical

review

and

valuable

insights

into

firms’

competitiveness, and identified three main schools of theories. They are

(1)

competitive

advantage

and

competitive

strategy

models

(i.e.

Porter,

1990);

(2)resource-based

view

(RBV)

and

core

competence

approach(felt,1984;Prahalad and Hamel, 1990; Barney, 1991);

and

(3)

the

strategic

management

approach

(e.g.

Wheelen

and

Hunger,2002).

In

general,

Porter’s

theory

of

firms’

competitiveness

is

characterized by an industrial organization view of competitive advantage

(Flanagan

et

al.,

2007).Porter

(1990)

developed

a

diamond

framework,

and identified four attributes to gain and sustain competitive advantage of

the

firm:

factor

conditions;

demand

conditions;

related

and

supporting

industries; and context for firm strategy and rivalry. In Porter’s view,two

exogenous factors, government and chance, influence the functioning of

these

four

major

determinants.

Manet

al.(2002)

also

propose

four

5

房地产管理中英文对照外文翻译文献

characteristics

orientation(focusing

of

on

competitiveness,which

long-term

performance);

are:long-term

controllability

(managing various resources and capabilities); relativity (relative to other

firms);

and

dynamism

(involved

in

a

dynamic

process

to

generate

outcomes).The

RBV

theory

of

competitiveness

focuses

on

the

firm

specific internal ral,RBV assumes competitive advantage

does

not

depend

on

market

and

industry

structures

but

stems

from

the

resource inside a firm (Flanagan et al., 2007). To deve

lop a firm’s core

competence,

one

must

identify

and

strengthen

those

firm-specific

resources. The‘resources’ in RBV theory refers to firm

-specific resources

and also the effective utilization of these resources to achieve competitive

advantage. The third s

chool of firms’ competitiveness theory focuses on

the strategic management approach (Flanagan et al.,2007). As defined by

Wheelen

and

Hunger

(2002),strategic

management

relates

to

a

set

of

managerial decisions and actions to determine the corporation’s lon

g-run

performance.

Recent

development

of

strategic

management

theory

has

included the theories of Porter and the RBV (for example, Wheelen and

Hunger, 2002). Flanagan et al. (2007) conclude that all three schools of

theories are useful in their own way for achieving competitive advantage

for

firms

and

none

of

them

can

be

curative

for

explaining

firms’competitiveness.

In

Porter’s

theory

for

corporate

competitiveness,

it

postulates

the

competitive

advantage

derived

from

the

competitive

strategy

of

a

firm

adopting to neutralize threats or to exploit opportunities presented by the

industry (Flanagan et al., 2007). Porter (1990) classifies basic factors (i.e.

natural resources, climate, location, unskilled and semiskilled labour and

debtcapital)

and

advanced

factors

(i.e.

modern

communications

6

房地产管理中英文对照外文翻译文献

infrastructure and highly educated personnel) as the factor conditions of

corporate

competitive

advantage.

Porter

(1990)

also

argued

that

rapid

domestic

growth,

sophisticated

domestic

buyers,

general

infrastructure,

domestic

and

international

rivalry

are

all

critical

to

the

corporate

competitive advantage. The resource-based view approach focuses on the

issues

of

the

internal

capabilities

and

mechanisms

an

individual

firm

needs to understand competitive advantage (Hamel and Prahalad, 1994).

According to Dunning (1988), Dierickx and Cool (1989) and Douma and

Schreuder

(1998),

firm-specific

internal

resources

include

financial

resources,

tangible

resources

(such

as

plant,

equipment

and

buildings)

and intangible resources (such as patents, brands, reputation, experience,

technologies,

and

organizational

routines).

Similarly,

Barney

(1991)

classifies firm’s resources into three categories: physical capital resources

(i.e. plant, equipment), human capital resources (i.e. training, experience,

judgment, intelligence, relationships, and insight of individual managers

and workers in a firm), and organizational capital resources (i.e. formal

and

informal

planning,

controlling

and

coordinating systems

of

a

firm).

According

to

Haan

et

al.

(2002),

the

RBV

only

focuses

on

critical

or

strategic

resources

—these

resources

are

critical

for

a

firm’s

superior

economic

performance

and

constitute

organizational

routines

or

core

competence (Hamel and Prahalad, 1994; Hamel, 1996; Cool and Schedle,

1988; Rangone, 1999). Haan et al. (2002) and Teece et al. (1997) defined

7