08 ความสามารถเชิงกลยุทธ์ 2014

Strategic Management @ 2014
Wai Chamornmarn
08 ความสามารถเชิงกลยุทธ์

Strategy is a Creation of Stories

Why Do Firms Differ ?


ความสามารถเชิงกลยุทธ์

แนวคิดสําคัญ: ความสามารถเชิงกลยุทธ์
ความสามารถในการเชิงกลยุทธ์หมายถึงทรัพยากรและ competences ขององค์กรที่
จําเป็นสําหรับจะอยู่รอดและประสบความสําเร็จ

Strategic Resources
•  Strategic resources: ทรัพยากรที่ บริษัทใช้งานเพื่อให้บรรลุเปรียบในการแข่งขัน
•  ทรัพยากร:
–  Physical (manufacturing facilities, service centres, location)
–  Intellectual (patents, proprietary technology, expertise)
–  Organizational (employee relationships, customer relationships, supplier
relationships, community relationships, reputation)
–  Financial (cash, borrowing capacity, equity financing capacity)
•  ทรัพยากรเชิงกลยุทธ์โดยทั่วไปมักจะยากที่จะได้มาและยากที่จะคัดลอก -สร้างเอกลักษณ์ /
uniqueness ของ บริษัท

n Competitive advantage;/เปรียบในการแข่งขัน: ความจุในการสร้างสูงกว่าค่าเฉลี่ย
ประสิทธิภาพที่เหนือกว่าเมื่อเทียบกับคู่แข่ง
n ทรัพยากรและความสามารถเป็นที่มาของการสร้างมูลค่าใน บริษัท เช่นแหล่งที่มาของ
ความได้เปรียบ
n Resources and capabilities give competitive advantage are (VRIN):
n  มีคุณค่า/Valuable - someone willing to pay
n  หายาก/Rare - unique
n  เลียนแบบไม่ได้ /Inimitable - hard to copy due to complexity, ambiguity
n  ทดแทนไม่ได้ /Non-substitutable - resources and/or capabilities
n Superior performance /ประสิทธิภาพที่เหนือกว่าเป็นผลมาจากหายาก/scarcity และ
นวัตกรรม/innovation.
Internal Factors Competitive Advantage

Core Competence
Core Competences
ความรู้โดยรวม/Collective
knowledge ของวิธีการ
ประสานทักษะและ
เทคโนโลยี
Prahalad & Hamel
(1990)
Distinctive Capabilities
กระบวนการทางธุรกิจที่
เชื่อมต่อกับความต้องการ
ของลูกค้า
Stalk, Evans & Shulman
(1992)
Strategic Assets
ความสามารถในการปรับใช้
ทรัพยากรเพื่อให้เกิดเป้าหมาย
ที่พึงประสงค์
Amit & Shoemaker
(1993)
=
=

Distinctive Competence
Strategic resources + dynamic capabilities
แหล่งสําคัญของsustainable competitive advantage
Core competences คือทักษะและความสามารถที่จะนําไปใช้
ในการจัดกิจกรรมขององค์กรและกระบวนการเช่นเพื่อให้เกิดการ
เปรียบในการแข่งขันในรูปแบบที่คนอื่นไม่สามารถเลียนแบบหรือได้
รับ

Takahiro Fujimoto, a professor and the
executive director of the Manufacturing
Management Research Center at the
University of Tokyo, also stressed the
importance of retaining manufacturing
capabilities at home, especially as
Japan, unlike economies such as the
U.S., has no strong agriculture or
service sector that it can sell in
overseas markets but has to rely on
manufacturing.
Prof. Takahiro Fujimoto is a Professor of Graduate School of Economics,
Department pf Business and Market Studies, the University of Tokyo.

Monotsukuri
THE FUTURE OF THE JAPANESE
INDUSTRIES: AN APPROACH IN
TERM OF DESIGN-BASED
COMPARATIVE ADVANTAGE
Takahiro FUJIMOTO
Professor, Faculty of Economics,
MMRC, University of Tokyo


Organizational Routines

Process of Routinization

Routine as programing principle

The principle of independence and the routine in action (Ra)

Routine Structure and Knowledge Management:
Impacts on Routine Attributes, Value and Imitability

Practice- Dialectic in Action -

Creative Routines of Practical Reasoning

Practical Reasoning


Dynamic Capabilities

Dynamic capabilities
“the ability to integrate, build, and reconfigure
internal and external competencies to address
rapidly changing environments”.
Teece's concept of dynamic capabilities is a
theory about the source of corporate agility:
"the capacity (1) to sense and shape
opportunities and threats, (2) to seize
opportunities, and (3) to maintain
competitiveness through enhancing,
combining, protecting, and, when necessary,
reconfiguring the business enterprise's
intangible and tangible assets.”
Prof. David Teece, the Thomas W. Tusher Professor in Global Business and
faculty director of the Institute for Business Innovation

08 ความสามารถเชิงกลยุทธ์ 2014

SIDNEY G. WINTER
Deloitte and Touche Professor
Emeritus of Management
Giovanni Dosi is Professor at the
Sant'Anna School of Advanced
Studies in Pisa
Richard R. Nelson is an American
professor of economics at
Columbia University.

What are Microfoundations? David J. Teece
Microfoundations are “elements” of Dynamic Capabilities. They consist of
discrete process/methodologies/structures that undergird clusters of dynamic
capabilities
I. Routines/Methodologies
•  Organizational Routines
–  Ex: product development along a known trajectory
•  Analytical Methodologies
–  Ex: investment choices
II. Individual Acts and Action
•  Creative managerial and entrepreneurial acts
–  Ex: pioneering a new market

Three Clusters of Microfoundations*
•  Sensing
–  Identification and assessment of an opportunity
–  Easiest to embed in the organization
•  Seizing
–  Mobilization of resources to address an opportunity and to capture value
•  Transforming
–  Continued renewal
–  Inherently difficult to routinize
•  Each cluster is supported by organizational process; but also by the
entrepreneurial and leadership capabilities of the top management team
60
*“Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance”, Strategic
Management Journal, 28:13 (December 2007), 1319-1350.

What might faster and more effective look like in practice?
That is to say that an individual does not necessarily need to be sensing and responding every
hour, instead they need to do it faster and more effectively than competitors

Dynamic Capabilities Framework

“A corporation is a living organism;
it has to continue to shed its skin.
Methods have to change. Focus has
to change. Values have to change.
The sum total of those changes is
transformation.”
Andrew Stephen Grove
“For his important contributions to the computing industry and profession as an entrepreneurial
leader, advisor, and mentor”

• Grove describes business transformation and resource
reconfiguration as ‘the valley of death’ because “you
need to tear things apart before you can put together
the new” (Puffer, 1999, p. 18).
• That move was essentially Grove’s decision to commit
to the microprocessor as the company’s new direction.
Transforming Intel from a ‘memory’ company (Intel’s
primary focus since its foundation in 1968) to a
‘microcomputer’ company in 1985 has been described
as the most monumental act in Intel’s history
(Burgelman, 1991)
“Success breeds complacency, complacency breeds
failure...only the paranoid survive” (Grove, 1996)

Professor Robert Burgelman
Executive Director of the Stanford Executive Program
Robert Burgelman is Edmund W. Littlefield Professor of Management at the
Stanford School of Business
Interview with Professor Robert
Burgelman
"Leaders are people who make
organizations do things that
don't come naturally"
The Role of the Strategy-Making Process for Corporate Longevity

Basis of
Competitive
Advantage in
the Industry
Internal
Selection
Environment
Distinctive
Competence
of the Firm
Official
Corporate
Strategy
Strategic
Action
Intel skills in circuit design and
process technology, but not
manufacturing
INERTIA NEW OPPORTUNITIES
DRAM products become a commodity.
Winning requires low cost and high
quality which depends on manufacturing skills.
•  MarketINDUSTRY FORCES •  Non-Market
I. Dynamic Forces in Firm Evolution: “The Rubber Band Model”

Basis of
Competitive
Advantage in
the Industry
Internal
Selection
Environment
Distinctive
Competence
of the Firm
Official
Corporate
Strategy
Strategic
Action
Official
STRATEGY is
ahead of
ACTION
Apple
“Newton”:
handheld
product
strategy
ACTION is
ahead of
STRATEGY
Fab
capacity
allocation
diverges
from
strategy
I. Dynamic Forces in Firm Evolution: “The Rubber Band Model”


Learning Mechanism

http://www.druid.dk/conferences/nw/paper1/zollo_winter.pdf

Creative Space: Autonomy , Creative Chaos, Energizing Ba.

74
”spaces of flows” :People flows /Idea and Information flows
“Waigaya” at Honda

Small World Networking

Scrum Approach
“The New New Product Development Game”

Ability to grasp the essence of particular situations/things.


Knowledge-Based Management

Ikujiro Nonaka
Professor,
The Graduate School of International Corporate
Strategy Hitotsubashi University
Xerox Distinguished Faculty Scholar
UC Berkeley
Not “Managing Knowledge”
But “Knowledge-based Management.”

Knowledge is

Three Types of Knowledge

Six Abilities that Constitute Phronesis

Philosophy system
•  ■Corporate Philosophy
Living and prospering together with
people, society, and the globe, we aim to
be a value-generating corporation that
contributes to creation of a prosperous
society.
•  ■Behavioral Guidelines
As a good corporate citizen, we will:
• implement open and fair corporate
activities
• fulfill our social responsibilities, and
conserve the global environment.
• offer creativity, and provide added value
• respect people, and create an active
workplace worth working in.

Characteristics of Knowledge
•  1. Increasing Return
2. Unlimited Usage
3. Production and
Consumption Unseparated
•  4. Difficulties in Market
Transaction
5. New Value by Re-
categorization
6. Quickly Outdated
7. Created by Human in
Relationship

Basic Components of Knowledge-based Organization

SECI Process

Four Categories of Knowledge Assets

A Knowledge-Creating Organization is

08 ความสามารถเชิงกลยุทธ์ 2014

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08 ความสามารถเชิงกลยุทธ์ 2014