企業環境變遷的影響因素
 

資源、客戶、材料和組織能力，這些因素都在時刻發生著競爭和變化。管理不能忽視這些殘酷的現實。這也意味著戰略管理是管理者職責所在的關鍵部分，從而我們可以知道，為什么戰略和戰略管理的理念不能被忽視。一個成功的組織策略對組織的整體活動起著非常重要的作用。一個完美的策略可以幫助你在激烈的競爭中生存。如果管理者不作準備就面對國際項目的挑戰，就不能適當自如的做出調整，也不能接受在工作當中看起來不一樣的文化沖擊。如果他們在國外不進行適當調整，那么他們便不能工作。在1996年，道林斯嘉樂和韋爾奇就提供了各專業培訓費用，支付員工的費用約為80000美元，如果國際管理者不能夠在外國文化中進行自我調整，那么估計的成本將變雙倍之多（1996年，道林等人，1995年，布里斯科）。

 

The factors of change in corporate environments
 

For the same resources, customers, material and competencies organization are compete and change. Management cannot be neglected these malicious realities. This also means that the strategic management is the key part of what managers do that why strategy and strategy management concept can not de neglected. To make a successful organization strategy play a very important role it affects the overall activities of organization. A perfect strategy helps you to survive in the severe competition. Mangers who are not prepare to face the international projects challenges they can not adjust in broad easily and cant adopted their culture they look different shocks in their work. If they are not adjust abroad than they can not work. In 1996 Dowling, Schuler, & Welch write that for each expertise cost of change place, training, and pay costs employees is approximate to be $80,000 U.S. and if the international manager failure to adjust the foreign country culture than the estimated cost will become double (1996, Dowling, et al., 1995, Briscoe).if manager adjust the foreign country and gives the well performance in work than organization save their costs. In 1978 Hammer, Gudykunst, & Wiseman wrote in his study that manager gain help for cross cultural adjustment from cross cultural competencies. To improve the cross cultural adjustments and providing these competencies organization must gives manager cross cultural training. From the literature study of various authors we feel that there are still some areas for attention. What are the areas of attention? In simple words to acquire the cross cultural competencies firm gives trainings to the managers, can competencies are attain through training and can for cross cultural competencies every one is equally trained. Does it necessary for cross cultural adjustment that all cross cultural competencies have equally importance? Within the organization an individuals competencies can not be neglected because cross cultural competencies have a great link to the individuals competencies that they possesses. Companies work continuously to differentiate from others companies. The uniqueness of the product is called core competency of the product that take long time to reproduce successfully and gives company a competitive advantage. Changing environment and market Condition the Company needs to change their core competencies and capabilities. To maintain a competitive edge as compared to other competitors companies also look the individual's competencies by mean of identifying the cross cultural.fin out the value of competencies ,we make them efficient and effective by analysing and identifying the competencies.#p#分頁標題#e#
 

3. Competencies Identification and Analysis.
 

Identification and analysis are first two steps of competency formulation. In this report first to steps of creating and formulating the competency based strategies are treated together for two reasons. First reason is that these two steps decision making process is different than decision making process is at the last step of strategy creation because of more instinctive and less tangible. Second reason is that these two steps are the issue of top management and third step of competency based strategy is issue of firm human resource management (HRM). Issues that are related to the competency development and all other issues should be concerned in the HRM function. To apply the theories and model it is essential to create a lot of knowledge linked to mainly learn the competency development in organization what goes for the identification and analysis of competencies. Leonard-Barton works gives help to analyse the core competencies.In 1995 Leonard-Barton works clear that competencies are not static entities. In organization the people who want to populate them they give their thousand year knowledge they also create a particular skills and changing the environment by building and changing those skills. We simply say that the entire time competency requires being changed. Manager must have at least two abilities. Manager must know how to control the knowledge created activities 2) manager must understand the core capability constitutes. In order to get the competitive advantage with the passage of time firms competency and knowledge also change.
 

3.1. Employee skill and knowledge
 

Leonard-Barton point of view is that employee knowledge and skill is most important and understandable dimensions because she observes organization as knowledge. She note down that organization are knowledge as well as storehouse, source of knowledge and also financial institutions. Core competency is the starting point of knowledge. These both dimensions are organization techniques specific. These skills can be organization specific and public also. From journals and public sources public skills are obtained. From consultants firms specific skills are obtained. These skills are specific for the people and firm who owned these skills.
 

3.2. technical/Physical systems. Technological competence build up in physical system that system was not only built up by the people but this system was build also by the company over the time, such as machinery, database and software programs also.
 

3.3. Managerial systems. Managerial system is a system in which employee knowledge growth is guided and firms education system, incentives and rewards are monitored by this. This system facilitate by create the channels for flow of knowledge and set barriers for management activities tat are not desired.
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3.4. Norm and Values
 

Values and norms find out the sort of knowledge that is require, which type of knowledge is accepted, bear and encouraged. Organizations have different types of system some firm's uses informal system of custom behaviour, status, class etc. Different organization system are complicated than the society religion and flexible. Mechanism control by the values and norms and they have a big hand in knowledge transmission and screening.These 4 are the core competency dimensions. These 4 dimensions give a clear definition of competency. They are acknowledged and control by certain processes and firms moves towards the next steps with the help of them. Organization keeps in mind the Core competency that's why they create the manager for international assignment. By looking the various companies' adopted policies we choose the competency that is helpful for our company international managers. To achieve the market success and compete their competitors core capabilities is a key elements.
 

Knowledge Management as a Core Capability:
 

By the literature study we find that there is a link between development of competitive advantage and knowledge management. To make the knowledge management core capability of firm because they have great importance in performance and competitiveness of firm. To insert the knowledge in services and products is renowned as a competitive advantage primary source. With the passage of time organization produce different products and other companies must have the knowledge about these than it becomes the strategic source. To perform better as compared to Revival Company must know about their products, technologies, customers, market. Knowledge management produces the industry competitive advantage.
 

Core Capability in different Industries by the Advantage of KM
 

Type of Business   
 

Business Depends on
 

Why KM can be effective as a Core Capability
 

Wholesaler/retailer
 

Customers Relationships
 

To enhance the quality of products and customer loyalty than firm profitability increase.
 

Manufacturer/producer
 

multipart Activities
 

During the supply chain process it would increase the performances area.
 

Knowledge management Knowledge and Skills:
 

Knowledge about the knowledge management includes in the firms specific skills. These knowledge management skills are include in the mind of individuals and the place where they were born. If competitors reproduce the product and process of other companies but they can not copy the knowledge, skills and tactics. Informal and Formal educational programs are offer by the knowledge management. For knowledge management three kind of physical system are required.#p#分頁標題#e#
 

Capture Tools
 

Communication Tools
 

Collaboration Tools
 

Capture Tools: with the help of captured tool knowledge is obtain, store and codifying. Data base management system, database of intelligent and electronic whiteboard are the examples this technologies.
 

Communication Tools: By this communication tool places are set for the knowledge sharing.
 

Collaboration Tools: This help in the knowledge creation and by informal discussion and talk it is transfer. E.g. conferencing, meetings and with the help of this people share and meet the information at the same time.
 

4. The c/c relationship competency dimension:
 

Interpersonal connection and link with the host country is keeping by the C/C Relationship competency dimension. By this relationship we efficiently and effectively deal with the various social traditions customs, communication ways, and miscommunications and understand the feeling of others accurately. Stable and dynamic both competencies are involved in this competency dimensions. Dynamic capabilities include two types of knowledge, conflict resolution knowledge & cultural knowledge. Conflict-resolution skills and C/C Relationship self-efficacy these are two types are skills that are also involve in the dynamic capabilities.The core capability relationship competency dimensions are explained below.
 

4.1. Cultural Knowledge.
 

The awareness about the culture of host country is very essential for the international manager. This know how makes about the host country will make the easy job and comfortable in that country. Follet gives importance to cultural knowledge and explain that the knowledge about the culture is related to the C/C relationships may be the conceptual knowledge. Self knowledge and knowledge of others help to build the relationship.
 

4.2. Knowledge of Conflict-resolution Skills and Conflict-resolution Strategies.
 

The rising conflict can not stop by the international manager extinctive knowledge. When interacting with the culturally various individuals than they must be ready to treat with conflicts and miscommunication than the result is in the form of effective work interactions. Strategies, tactics and how the culture will influence on those styles and strategies, awareness with conflict resolution styles are included in the Knowledge of Conflict-resolution Strategies. Knowledge of conflict resolution strategies is very important for international assignments.
 

4.3. conflict-resolution Knowledge.
 

Only strategies are not enough to make sure the conflict circumstances performance. Hawes & kealy in 1981 gives some point of view about the conflict resolution. He define the conflict resolution styles as the capacity of developing the exchange styles for conflict resolution, various conflict resolution tactics and strategies are used in different situation(1991,Fisher, et al.).The question is that how it can be measured? It can be measured by understanding of others and sympathy this is the effective method to access the behavioural skills (1994 DeSimone and Harris).#p#分頁標題#e#
 

4.4. C/C Relationship Self-efficacy
 

To dealing with people and their social custom requires meaningful dialogue & confidence. To promote higher self-efficacy it is based on training, which leads them to, better adjustment and performance outcome, simple information based training and social cognitive theory are also suggested for higher self-efficacy (black&mendenhall, 1990). Of course Relationship self-efficacy possibly will not only be a suitable forecaster of C/C Adjustment and this will be a third possibility. In employing conceptual knowledge effectively we are using a self-report instrument that taps confidence. e.g. respondents when interacting with local buyers or suppliers they indicate their confidence by applying conceptual knowledge about social norms. According to Stevens, et al.'s (1993) approach measurement of self-efficacy might then proceed.
 

4.5. Stable C/C Relationship Competencies.
 

For an interpersonal orientation there is requiring energetic C/C relationship competencies. For that reason, extraversion and kindness come into view suitable steady competencies for this measurement. Because these two personality characters communicate to the general description of this competency dimension, in the energetic competencies it seems probable that their non-appearance would hinder trainability.
 

4.6. Extraversion
 

It refers to an interpersonal orientation or in general an eagerness to develop interpersonal relationships with people. To measure C/Relationship competencies Deller (1997) used these traits. Introverts were found probable to practice performance problems and C/Adjustments. For this cause extraversion is more stable than introverts. It can be measured with the help of self-report instrument using Costa and McCrae's (1992).
 

4.7. Agreeableness.
 

It refers to being a humane, agreeable, supportive and publicly sensitive in interpersonal relations (costa & maccrae, 1992, Hogan & Hogan 1992). These personality traits predicted an ability to build up and maintain relationship with people and with host country nationals. Indirect support exists in that case because viswesvaran (1997) have omitted it from list of personality traits and it is also not tested as C/C adjustments. C ssadjustment is positively correlated with humanity (kealey.1989) and compassion (hawes & kealey, 1981). Furthermore C/C adjustment differs somewhat from that of adaptation (deller, 1997), but agreeableness positively correlates with both self and supervisory appraisal of emigrant adaptation. Competencies, which we are discussing above, should be built in international managers in the organization& it play important role in bringing businesses across the borders. if we want to maintain the competitive edge, a good organization can't ignore the importance of these competencies.#p#分頁標題#e#
 

5.1. Personal drive and effectiveness:
 

The factor that always encourages me towards positive approach of any task is the personal driven and effective person as he can do. for the accomplishment of my objectives I always try to exploit all resources rather by staying calm and positive when I see any obstacle in my way.
 

5.2. People management and leadership
 

I realized that subordinates, managers and team leader brought vast experience and play a very great role in practical life. I learnt a lot from sub ordinates and I know how to create sense of responsibility, to motivate people, and concern amongst the people who are working with you. Importance of working individually for exacting role or working, as a team for one task can't be denied.
 

5.3. Business understanding:
 

To operate a profitable business I was totally aware of what company policies are, while working as a manager in Ladbrokes. I worked therefore to give company a financial boost. In my job it's my responsibility to consider the customers and their concerns. Keeping the expenses in control and introducing different offers at the same time that I performed successfully was also a part of my job.
 

5.4. Professional and ethical behavior:
 

It is necessary to sincere with your profession because if he or she is unaware of any technical or professional then they are not sincere with the profession. You got to have technical and professional command over your role whatever your profession is. Where I am working me always try my level best to understand the environment. I have always tried to be full control of any feature when technically my jobs demand any familiarity with the mechanical of personal system.
 

5.5. Added-value result achievement
 

To doing a business that operates in legally defined framework that accepted from the employees to follow as well and it is must for any organization. I always give priority that I know the legality issues of my job. I always try my level best to perform in maximum to give company a positive output.
 

5.6. Continuing learning:
 

To bring improvement it is necessary to shown commitment and interest to learn new things. I need to overcome those areas where I struggled but there have been some tough patches in my way. Learning techniques are lacking and I need to work hard in order to be a quick learner, as a self-management. It is essential that I expose myself towards external environment.
 

5.7. Analytical and intuitive/creative thinking:
 

Whenever I faced a situation I always followed a systematic approach. But I realized that I am not a good schemer and I try my level best to have this competency. No doubt my schemes are always business focus but there is still some missing element that I need to work on to be more pioneering and pro active.#p#分頁標題#e#
 

5.8. Customer' Focus:
 

If we take this in positive way we will have the opportunity to do extremely well that customer is always right. To provide solid grounds for areas to be improved and overcoming deficiencies it is necessary that there should be a customer focus. We can't deny the customer feedback because their feedback helps a lot to fulfil their expectations.
 

5.9. Strategic thinking:
 

I feel lack of confidence for strategic building and I need to develop this competency. To develop this competency I need to create a vision that I must achieve in the set time. In this way I got to improve and bring in the more improvement in my day-to-day achievement. Further development it is necessary that I develop a long-term planning.
 

5.10. Communication, persuasion and interpersonal skills:
 

To writing reports for my business in order to transmit information to my classmates and bosses, communicating orally with them I always become confident. But there is a need to improve writing skills, for that reason I got to have more vocabulary & strong grip in my language. I am very responsive to emotional issues. I can convince people to working around me. In corporate life the importance of communication can't be ignored.
 

Conclusion:
 

We can't reproduce the core competencies. It is natural to conclude that there development, and ultimate replacement, is not an issue for management attention, when it is supposed that competencies can't be reproduce. The firms are always more dynamic and thinking globally. So that's why they are changing their strategies from time to time to keep the rapidity. For the competitive edge we need to think about the rapidly global changing. It is essential in the completion of international assignments that we trained our mangers that they must keep in mind the competencies, which we are discussed above. Core competencies and focus competencies was analysed by the human resource department and use these for competency development decision masking process.HR department plays a very important role in this aspect.
 

7. Reference:
 

Barney, J. (1991), Firm Resources and Sustained Competitive Advantage, Journal of Management, Vol. 17; pp. 771-792

Hammer, M.R., Gudykunst, W.B., & Wiseman, R.L. 1978. Dimensions of intercultural effectiveness: An exploratory study. International Journal of Intercultural Relations, 2:382-393.

Anders Drejer Strategic Management and Core Competencies: Theory and Application Quorum Books. Westport, 2002.

Clarke, T., Rollo, C. (2001), Capitalizing knowledge: Corporate knowledge management investments, Creativity and Innovation Management, Vol. 10, No. 3; pp. 17 7-188#p#分頁標題#e#

Collinson, S. (2001), Developong and deploying knowledge for innovation: British and Japanese corporations compared, International Journal of Innovation Management, Vol. 5, No. 1; pp. 73-103

Davenport, T. H., De Long, D.W., Beers M.C. (1998), Successful knowledge management projects, Sloan Management Review, Winter; pp. 43-56

Davenport, T. H., Jarvenpaa, S., Beers, M.C. (1996), Improving knowledge work process, Sloan Management Review, Summer; pp. 53 - 65

Dowling, P.J. Schuler , R.S., & Welch, D.E. 1996. International dimensions of human resource management 2nd edition. Belmont, CA: Wadsworth Publishing Company.

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Fisher, R. Ury, W. & Patton, B. 1991. Getting to yes (2nd edition). New York: Penguin Books.

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Harris, D.M. & DeSimone, R.L. 1994. Human resource development. Fort Worth, TX: The Dryden Press Series in Management, Harcourt Brace.

Hawes, F. & Kealey, D. 1981. An empirical study of Canadian technical assistance: Adaptation and effectiveness on overseas assignments. International Journal of Intercultural Relations, 4:239-258.

Kealey, D.J. 1989. A study of cross-cultural effectiveness. International Journal of Intercultural

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Leonard-Barton, D., Wellsprings of Knowledge. Cambridge, MA: Harvard Business School Press, 1995.

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Stevens, C.K., Bavetta, A.G., & Gist, M.E. 1993. Gender differences in the acquisition of salary negotiation skills: The role of goals, self-efficacy, and perceived control. Journal of Applied Psychology, 79:723-35.

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