英语翻译Abstract:Development of a firm's core competencies is id

英语翻译
Abstract:
Development of a firm's core competencies is identified as the key for global leadership and competitiveness in the 1990s.NEC,Honda,and Canon are used as exemplars of firms that conceive of themselves in terms of core competencies.Core competencies are the organization's collective learning and ability to coordinate and integrate multiple production skills and technology streams; they are also about the organization of work and delivery of value in services and manufacturing.A firm must conceive of itself as a portfolios of competencies,instead of a portfolio of strategic business units (SBUs).The latter limit the ability of firms to exploit their technological capabilities; they are often dependent on external resources.The real source of advantage lies in management's ability to consolidate corporate-wide technologies and production skills into competencies,which will allow individual businesses to adapt to emerging opportunities.Cultivating core competencies does not mean outspending rivals on R&D,sharing costs among SBUs,or the price/performance of end products.Three tests identify such competencies:(1) they provide potential access to a wide variety of markets; (2) they significantly contribute to the customer benefits of the end-product; and (3) they should be difficult for competitors to imitate.Cultivating core competencies also means benefiting from alliances and establishing competencies that are evolving in existing businesses.The tangible links between core competencies and end products are core products,which embody one or more core competencies.Companies must maximize their world manufacturing share in core products.Global leadership is won by core competence,core products,and end products; global brands are built by proliferating products out of core competencies.Firms must avoid the tyranny of the SBU,the costs of which are (1) under investment in developing core competencies and core products,(2) imprisoned resources,and (3) bounded innovation.Top management must add value to a firm by developing strategic architecture,which will avoid fragmenting core competencies,establish objectives for competence building,make resource allocation priorities transparent and consistent,ensure competencies are corporate resources,reward competence carriers (personnel who embody core competencies),and focus strategy at the corporate level.A firm must be conceived of as a hierarchy of core competences,core products,and market-focused business units.Obsession with competence building will mark the global winners of the 1990s.(TNM)
Keywords:Growth strategies,Firm strategies,Organizational objectives,Core competencies,Organizational learning,Organizational structures,Alliance formation,Firm growth,Strategic planning
这是C.K.Prahalad和Gary Hamel写的《The Core Competence of the Corporation》的一段,我可以相应提高分值的哈~
就算直接拉到翻译工具里翻译，也帮我翻得通顺点,像那么回事啊，翻成这样我自己也会...

一个企业的核心能力发展被确定为全球的领导和在90年代竞争力的关键.NEC公司,本田,佳能被用作范例的公司认为自己的设想的核心竞争力方面.核心能力是组织集体学习和能力,协调和整合多种生产技能和技术流,它们是对工作和价值传递的服务业和制造业组织也.一个企业必须设想本身的能力的一个投资组合,而不是一个战略业务单位（SBU的）组合.后者限制了公司能够利用其技术能力,他们往往对外部资源的依赖 对优势的真正根源在于管理的能力,合并为能力,整个公司的技术和生产技能,让个别企业去适应新的机会.培养核心竞争力并不意味着开支比竞争对手的研发,交流各SBU的,还是价格成本/最终产品的性能.培养核心竞争力,同时也意味着得益于同盟,建立能力,这些都是在现有的业务发展.与核心竞争力和终端产品的有形联系是,核心产品,体现了一个或多个核心竞争力.公司必须最大限度地提高核心产品的世界制造业的份额.全球领导地位赢得了核心竞争力,核心产品和最终产品;的全球品牌是由内扩散的核心竞争力的产品上.企业必须避免的战略性业务,其费用暴政是：（1）根据发展的核心能力和核心产品的投资,（2）被监禁的资源,（3）范围内的创新.高层管理人员必须增加价值的一家公司通过发展战略的架构,以避免碎片的核心竞争力,建立能力建设的目标,使资源分配的优先次序透明和一致,确保竞争力是企业的资源,奖励权限运营商（人事体现谁的核心竞争力） ,并在企业层面的重点战略.甲公司必须理解为一种核心能力,核心产品层次,市场为导向的业务部门.强迫症与能力建设将标志着20世纪90年代的全球赢家.（分期） (TNM)
关键词：增长战略,企业战略,组织目标,核心能力,组织学习,组织结构,联盟的成立,公司发展战略规划