日本化学企業のコア・コンピタンスと経営業績との関係
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概要
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Core competence has been proposed by C. K. Prahalad and G. Hamel in 1989, and has been recognized as effective resource-based management strategy in not only the academic world but also the business world. However, there are few related studies that analyze actual activity of companies, examine relevance to the business results, and verify its utility even though there are many persons considering the core competence to be effective management strategy. This study examines how the core competence is effective in current business management by analyzing a relation between the core competence and actual business results of about 35 large chemical companies in Japan ranking in the top one-hundred international companies that are very competitive with each other. At first, six factors were selected from their activity that seemed to greatly affect the management results and were used to extract their core competence, and "core competence strengths" were numerically defined. The relation between their core competence strengths and their management results were then analyzed statistically. As a result, more than half of the companies are recognized in having effective core competence for their business. And many of them took about 10 years to build the core competence and obtain the management results. This period of time is almost the same as that advocated by C.K. Prahalad and G. Hamel in their papers in which they said that the management results resulting from the core competence would be obtained in 5 to 10 years, in some cases, 15 to 20 years. Furthermore, the correlation between the core competence strength and growth on sales and between the core competence strength and recurring profits during the studied period are confirmed at a 5% level of significance.
- 2006-04-20