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ทุนทางปัญญา Intellectual Capital KM 743 Session 4

ทุนทางปัญญา Intellectual Capital KM 743 Session 4. Intellectual capital. Different theories on competitive advantage Industry-based view Resources-base view Knowledge-base view. RESOURCE-BASED VIEW. Resource-based view.

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ทุนทางปัญญา Intellectual Capital KM 743 Session 4

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  1. ทุนทางปัญญาIntellectual Capital KM743Session 4

  2. Intellectual capital • Different theories on competitive advantage • Industry-based view • Resources-base view • Knowledge-base view

  3. RESOURCE-BASED VIEW

  4. Resource-based view • The firm specific competencies have become the most important source of sustainable competitive advantage • ความสามารถเฉพาะขององค์การ เป็นปัจจัยสำคัญในการสร้างความได้เปรียบในการแข่งขันอย่างยั่งยืน

  5. Core-Competency • Distinctive skills and capabilities which taken together represent the firm abilities to do business better than its competitors • ความรู้สั่งสมที่ได้จากการเรียนรู้ในองค์กร เกิดเป็นความสามารถเฉพาะตัวขององค์กร สร้างความสามารถที่โดดเด่น (ในเรื่องหนึ่ง)ให้กับองค์กรในการดำเนินธุรกิจเหนือกว่าคู่แข่ง

  6. Core-Competency Accumulated knowledge Distinctive skills and capabilities Years

  7. Core Competency • The real sources of advantage are to be found in management’s ability to consolidate corporate wide technologies and production skills into competencies that empower businesses to adapt quickly to changing opportunities • ความได้เปรียบที่แท้จริงนั้นสามารถเกิดขึ้นได้จากความสามารถในการบริหาร ในการหลอมรวมความหลากหลายของเทคโนโลยี และทักษะในการผลิตสินค้า ไปสู่ความสามารถหลักขององค์กร ทำให้องค์กรสามารถปรับตัวได้อย่างรวดเร็ว เพื่อสร้างโอกาสให้แก่ธุรกิจ

  8. Core competency • Short run = an org. competitiveness drives from PRICE/PERFORMANCE attributes of current products • Long run = competitiveness drives from an ability to build, at lower cost and more speedily than competitors

  9. Core-Competency • A firm may have so many strengths but one or two of its’ strengths can become the“core-competency” • core-competency [CC] • CCshould deliver significant contribution to perceived customerbenefits • CC are difficult for competitors to imitate • CCshould provide access to a wide variety of markets

  10. Today Company value creation

  11. Building Core Competency: Firm • Process of continuous improvement and enhancement • Strategy • Stretch : doing the impossible • ‘requires a total commitment to achieve the desired goal with is communicated to and accepted by the whole workforce’. • Leverage : getting the most out of resources

  12. Building Core-competency: Firm • Isolate its key abilities and hone them into organization wide strengths • Compare itself with other companies with the same skills to ensure that it is developing unique capabilities • Develop an understanding of what capabilities its customers truly value, and invest accordingly to develop and sustain valued strengths • Create an organizational road map that sets goals for competence building • Pursue alliances, acquisitions and licensing arrangements that will further build the organization’s strengths in core areas • Encourage communication and involvement in core capability development across the organization • Preserve core strengths even as management expands and redefines the business • Outsource or divest non-core capabilities to free up resources that can be used to deepen core capabilities

  13. Building Core-competency: Workforce CC is built through a process of continuous improvement and enhancement • Building CC of workforces • Building CC of a Task • Building CC for Administrative

  14. Building Core-competency: Workforce Administrative Task Workforce

  15. Building Core-competency: Workforce Workforce

  16. Building Core-competency: Task Public Relation expertise • Definition:: To gather, research, analyze and manage PR jobs. And to use PR techniques to disseminate firm’s information and news effectively. • Knowing and understanding PR jobs • Capability to perform PR jobs • Capability to transfer PR knowledge to others • Capability to make PR’s plan • Capability to analyze PR direction • Capability to produce variety of mediums • Capability to monitor, inspect and evaluate PR’s works Level 0 : No show the competence precisely • Level 1 : Knowing and understanding PR jobs • Having knowledge about PR • Having knowledge about PR process • Having a good attitude • Knowing basic information of the firm • Capability to communicate to others • Level 2 : Have competency level 1 and be able to capable to perform PR’s jobs • Gathering and managing data • Making variety of mediums • Knowing PR’s channels • Capability to communicate and coordinate to others

  17. Building Core-competency: Task Level 3 : Have competency level 2 and be capable to perform PR’s jobs • Be good at PR techniques • Be able to transfer PR knowledge to others • Have PR job system • See the whole picture of PR system and use it for planning • Learn new things • Level 4 : Have competency level 3 and use new PR knowledge for working • Capability to analyze PR direction • Capability to plan and manage PR job systematically • Capability to solve problems • Learning and searching new things all the time • Capability to monitor, inspect and evaluate PR’s works • Level 5 : Have competency level 4 and be able to determine the PR direction • Capability to determine the direction • Having a vision • Capability to conduct and consult to others • Becoming brand ambassador • Having trust, faith and good image from others • PR focused and oriented

  18. Level 5 : Have competency level 4 and be able to determine the PR direction • Capability to determine the direction • Having a vision • Capability to conduct and consult to others • Becoming brand ambassador • Having trust, faith and good image from others • PR focused and oriented Building Core-competency: Task Competency: Public Relation expertise Definition: To gather, research, analyze and manage PR jobs. And to use PR techniques to disseminate firm’s information and news effectively. • Level 4 : Have competency level 3 and use new PR knowledge for working • Capability to analyze PR direction • Capability to plan and manage PR job systematically • Capability to solve problems • Learning and searching new things all the time • Capability to monitor, inspect and evaluate PR’s works Level 3 : Have competency level 2 and be capable to perform PR’s jobs • Be good at PR techniques • Be able to transfer PR knowledge to others • Have PR job system • See the whole picture of PR system and use it for planning • Learn new things • Level 2 : Have competency level 1 and be able to capable to perform PR’s jobs • Gathering and managing data • Making variety of mediums • Knowing PR’s channels • Capability to communicate and coordinate to others • Level 1 : Knowing and understanding PR jobs • Having knowledge about PR • Having knowledge about PR process • Having a good attitude • Knowing basic information of the firm • Capability to communicate to others Level 0 : No show the competence precisely

  19. Building Core-competency: Administrative Definition: Capability to manage, solve problems, apply thoughts and ideas for working systematically and effectively. Using new management model • Behaviors • Knowing and understanding about task from basic level to top level • Capability of prioritize jobs • Capability to transfer task procedures to others • Capability to develop personnel • Capability to create strategic managements Level 0 : No show of the competence precisely • Level 1 : Knowing and understanding about task from basic level • Having knowledge about job process and system • Knowing policy • Having knowledge background to the job • Level 2 : Having competency level 1 and be capable to prioritize jobs • Knowing and understanding the important of each job • Capability to differentiate and prioritize jobs • Conduct others about jobs prioritizing

  20. Building Core-competency: Administrative • Level 3 : Having competency level 2 and capable to coach others • Capability to explain work procedures • Capability to create working shot cuts • Capability to solve problems Level 4 : Having competency level 3, be capable to develop workforces and to solve problem effectively - Capability to analyze and plan the work systematically - Capability to encourage workforces to accept firm’s policy and deliver to others to follow - Capability to explain pros, cons and impacts form the jobs - Capability to differentiate and prioritize work’ problems • Level 5 : Having competency level 4 and capable to create management strategy • Capability to determine the direction of work efficiency development: from policy to practice • Application policy and workforces encouragement

  21. Building Core-competency: Administrative • Level 5 : Having competency level 4 and capable to create management strategy • Capability to determine the direction of work efficiency development: from policy to practice • Application policy and workforces encouragement Competency: Administrative Skill Definition: Capability to manage, solve problems, apply thoughts and ideas for working systematically and effectively. Using new management model. Level 4 : Having competency level 3, be capable to develop workforces and to solve problem effectively • Capability to analyze and plan the work systematically • Capability to encourage workforces to accept firm’s policy and deliver to others to follow • Capability to explain pros, cons and impacts form the jobs • Capability to differentiate and prioritize work’ problems Level 3 : Having competency level 2 and capable to coach others • Capability to explain work procedures • Capability to create working shot cuts • Capability to solve problems Level 2 : Having competency level 1 and be capable to prioritize jobs • Knowing and understanding the important of each job • Capability to differentiate and prioritize jobs • Conduct others about jobs prioritizing • Level 1 : Knowing and understanding about task from basic level • Having knowledge about job process and system • Knowing policy • Having knowledge background to the job Level 0 : No show the competence precisely

  22. Companies use Core Competencies to: • Design competitive positions and strategies that capitalize on corporate strengths • Unify the company across business units and functional units, and improve the transfer of knowledge and skills among them • Help employees understand management's priorities • Integrate the use of technology in carrying out business processes • Decide where to allocate resources • Make outsourcing, divestment and partnering decisions • Widen the domain in which the company innovates, and spawn new products and services • Invent new markets and quickly enter emerging markets • Enhance image and build customer loyalty

  23. Performance and Opportunity Gap • Value creation is about managing • Performance, • Quality, • Cost, • Productivity • Developing resources To create new business and markets.

  24. Core-Competency strategy • Inside-out strategy process • CC starts the strategy process by thinking about the strength of the Org. • Resources are the factors of production • Resources = Tangible & Intangible = Human & Physical

  25. Core-Competency strategy

  26. Core-Competency ?

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