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基于资源观的民航企业可持续竞争优势的培育
引用本文:王新安,杨秀云.基于资源观的民航企业可持续竞争优势的培育[J].人文地理,2005,20(1):99-102.
作者姓名:王新安  杨秀云
作者单位:西安交通大学经济与金融学院,西安,710061
摘    要:以资源为基础的可持续竞争优势理论认为.企业之间的资源是异质性的、不完全流动的。企业可通过对异质性资源的占有和有效利用,获取可持续的竞争优势。那么,面对激烈竞争的世界航空市场,中国各民航公司要成为世界竞争中的强者,就必须从分析自身的异质性资源入手,通过异质性资源的不断获取和有效利用,培养自身的可持续竞争优势。

关 键 词:可持续竞争优势  异质性资源  航空公司
文章编号:1003-2398(2005)01-0099-04

THE CULTIVATION OF THE SUSTAINABLE COMPETITIVE ADVANTAGE OF CIVIL AVIATION'S ENTERPRISES BASED ON RESOURCE-BASED THEORY
WANG Xin-an,YANG Xiu-yun.THE CULTIVATION OF THE SUSTAINABLE COMPETITIVE ADVANTAGE OF CIVIL AVIATION'S ENTERPRISES BASED ON RESOURCE-BASED THEORY[J].Human Geography,2005,20(1):99-102.
Authors:WANG Xin-an  YANG Xiu-yun
Abstract:In the resource-based theory of firm sustainable competitive advantage view, the resources of firms are heterogeneous and immobile; firms can obtain sustainable competitive advantage by occupying and exploiting their heterogeneous resources. In order to face severe competition and become winners in the competition of the world aviation market, and seek further development, obtain more interests, improve the position in the international competition, Chinese airlines must analyses their heterogeneity resources, and obtain more heterogeneity resource, and utilize heterogeneity resource that have already excite and potential efficiently, and cultivate their sustained competitive advantage through continually obtaining and exploiting these resources. The sustainable competitive advantage resources foundation of civil aviation enterprises are as follows: the airline resources, which are the lines net of the carrier service that is authorized by the government; resources of the code, which are the code name on each flight; names and symbols of the airline, which are trade marks of the airlines; the organization ability, which is a kind of advanced resource, and information system, manpower capital and corporate culture of civil aviation enterprises. The concrete countermeasure is: Combining international airline right, realizing the rational distribution of resources; strengthening the international strategic alliance, expanding the resource application scope; improving the cognition degree of the products; strengthening domestic cooperation, constructing airline network structure again; improving the resource utilization ratio , reducing the operation cost; setting up the corporate culture and organizational management, setting up one's own GDS and RMS.
Keywords:the sustainable competitive advantage  heterogeneity resources  airline  
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