Management innovation and core competitive
Advantages of SMEs
WANG Wan-xun1 , ZHAO Jie2 , CHEN Hao-wen2
(1.Xirsquo;an Tobacco, Xirsquo;an 710000,China; 2．School of Management, Xirsquo;an Jiaotong University, Xirsquo;an,710049,China)
Abstract： The paper first introduces the concept of core competence．Based on that，it proposes that small and medium enterprises(SMEs)should actively implement management innovation and describes the contents of management innovation．The conclusion is that SMEs should build the core competitive advantages through management innovation，in order to achieve better performance in the fierce market competition．
Key words：management innovation；SMEs；core competitive advantages
Due to Chinarsquo;s rapid economic development，plenty of SMEs have made remarkable achievements and become an important part of Chinese economy．The quantity and sales are both showing continued growth trend．However，while recognizing the great achievements of SMEs，there are still some serious problems that must be noted apart from their great development．For a long time，a large number of SMEs rush into labor-intensive industries，which belong to the extensive economic mode1．Relying on the low-cost labor advantage，some processing and trade enterprises lies in coastal areas，form the export-dependent growth model．Huge trade surplus has brought rich and generous foreign exchange earnings，which are driving the economic development in the region in a certain period．But such mode has a serious shortage of development potential，and the lack of core competitiveness makes enterprises only occupy the low-end market．Therefore the increase space is limited．Particularly in the current economic crisis．the SMEs have been facing difficulties of survival．and the urgent problem is how to change and how to develop．Based on these problems，this paper aims to explore how to improve the management capacity of SMEs，in order to obtain the core competitive advantages．
1．Core competence
The concept of core competence was first proposed by Prahalad and Hamel(1 990)in “The core competence of the corporation”，which published in a respected journal called Harvard Business Review．According to Gary Hamel and CK Prahalad (1990)，“Compared to the corporations external environment，their own quality．The cultivation and accumulation of interna1 resources play a decisive role for companies to obtain a competitive advantage，and the core competence is the guarantee to ensure the development of enterprise in the future ” (C.K.Prahalad amp; Gary Hamel , 1990) .Therefore．the core competence is an internal factor, which originates from high efficient management capabilities．
Other scholars have developed the concept of core competencies， and formed several different points of view . Many scholars believe that the core competence is a combined capacity， including a variety of contents，and emphasizing the utilization of resources to create value． Core competence should include the organizationrsquo;s unique human resources, material resources and organizational and coordination capacity (Duane Helleloid amp; Bomard Simonin,1 994)．Bogner and Thomas (1994) argued that the core competence is enterprisesrsquo; unique skills and better perception to achieve the highest customer satisfaction when compared with the competitors，and this perception includes the tacit knowledge and the corporationrsquo;s value (W.C.Bogner amp; H．Thomas，1994)．As a conclusion，they emphasized that the core competence should include skills, knowledges and values etc．Thus, how to make efficient utilization of resources to establish a unique competitive advantage，especially the tacit competitive advantage，is an important issue about the concept of core competence．
2．Management innovation
According to dynamic capabilities theory，Martin(2000)pointed out that the competitive advantage exists in the enterprisersquo;s organization and management process，which are determined by the exclusive asset configuration and the evolution path of corporation．Based on this，management innovation is defined as how to make better use of companiesrsquo; resources to conduct more effective management．The general problems in Chinese SMEs are non-normative and unscientific management. Meanwhile，the SMEs are devoid of brand awareness and ignore the value of good brand image as an intangible asset．Therefore，management innovation primarily refers to the establishment of management and brand advantages．
2.1 Management advantage
Management is an immanent mechanism．Although it doesnrsquo;t have a direct and quantifiable impact on the manufacture and operation，actually，it has a long-term effect on the enterprisersquo;s survival and development in all aspects．It particularly does in the corporations without production and processing departments．Management advantage can be measured by personnel quality and internal control．A good quality of personnel is the base of efficient operation of the enterprise．Meanwhile，the strict scientific internal control system is the guarantee of standardized operation．
Personnel quality can be measured by education level of management team，average education level of employees，the number of professionals，the number of technological employees and staff．The enterprise should pay attention to the introduction and cultivation of high-quality personnel．The leaders with high education have relatively high cultural and knowledge quality，thus they will lead the company to establish an advanced concept and make the right decision．Employees with a high education level，especially professional and technical personnel，can bring in enormous research and develo
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中小企业的管理创新与核心竞争力
Advantages of SMEs
WANG Wan-xun1 , ZHAO Jie2 , CHEN Hao-wen2
王万勋，赵杰，陈浩文
(1.Xirsquo;an Tobacco, Xirsquo;an 710000,China; 2．School of Management, Xirsquo;an Jiaotong University, Xirsquo;an,710049,China)
Abstract： The paper first introduces the concept of core competence．Based on that，it proposes that small and medium enterprises(SMEs)should actively implement management innovation and describes the contents of management innovation．The conclusion is that SM Es should build the core competitive advantages through management innovation，in order to achieve better performance in the fierce market competition．
摘要：本文首先介绍了核心竞争力的概念。在此基础上，它提出了中小型企业（SMEs）应积极实施管理创新并描述出管理创新的内容。结论是，中小企业应该通过管理创新来建立核心竞争优势,以便在激烈的市场竞争中取得更好的成绩。
Key words：management innovation；SMEs；core competitive advantages
关键词：管理创新；中小企业；核心竞争力
Due to Chinarsquo;s rapid economic development，plenty of SMEs have made remarkable achievements and become an important part of Chinese economy．The quantity and sales are both showing continued growth trend．However，while recognizing the great achievements of SMEs，there are still some serious problems that must be noted apart from their great development．For a long time，a large number of SMEs rush into labor-intensive industries，which belong to the extensive economic mode1．Relying on the low-cost labor advantage，some processing and trade enterprises lies in coastal areas，form the export-dependent growth mode1．Huge trade surplus has brought rich and generous foreign exchange earnings，which are driving the economic development in the region in a certain period．But such mode has a serious shortage of development potential，and the lack of core competitiveness makes enterprises only occupy the low-end market．Therefore the increase space is limited．Particularly in the current economic crisis．the SMEs have been facing difficulties of surviva1．and the urgent problem is how to change and how to develop．Based on these problems，this paper aims to explore how to improve the management capacity of SMEs，in order to obtain the core competitive advantages．
由于中国经济的快速发展，大量中小企业取得了令人瞩目的成就，并成为了中国经济的重要组成部分。其数量和销售额都呈现持续增长的趋势。然而，当认识到中小企业的巨大成就时，除了他们的巨大发展，仍然还有一些严重的问题应该被注意。长久以来，大量中小企业涌入劳动密集型产业，这属于粗放型的经济增长模式。一些位于沿海地区的加工和贸易企业，依靠低劳动力成本的优势，形成了依赖出口的经济增长模式。巨大的贸易顺差带来丰厚的外汇收入，这在一段时间内推动了当地的经济发展。但这种模式在发展潜力潜力方面严重不足，且缺乏核心竞争力使企业仅占据低端市场。因此增长空间是有限的。特别是在目前的经济危机下中。小企业一直面临着生存的困难。而迫切需要解决的问题是如何改变和如何发展。基于这些问题，本文旨在探讨如何提高中小企业的管理能力，从而获得核心竞争力。
1. 核心竞争力
The concept of core competence was first proposed by Prahalad and Hamel(1 990)in “The core competence of the corporation”，which published in a respected journal called Harvard Business Review．According to Gary Hamel and CK Prahalad (1990)，Compared to the corporations external environment，their own quality．The cultivation and accumulation of interna1 resources play a decisive role for companies to obtain a competitive advantage，and the core competence is the guarantee to ensure the development of enterprise in the future” (C.K.Prahalad amp; Gary Hamel , 1990) .Therefore．the core competence is an internal factor, which originates from high efficient management capabilities．
核心竞争力的概念最初是由Prahalad和Hamel在一个受人尊敬的杂志名为《哈佛商业评论》上发表的《企业核心竞争力》(1990)中提出的。根据Gary Hamel and CK Prahalad (1990)所说,“相比于企业的外部环境和自身素质,其内部资源培养和积累对企业获得竞争优势起着举足轻重的作用，而核心竞争力是保证企业未来发展的保障”（ C.K.Prahalad amp; Gary Hamel , 1990）。因此，核心竞争力是一个内部因素，这源于高效的管理能力。
Other scholars have developed the concept of core competencies， and formed several different points of view . Many scholars believe that the core competence is a combined capacity， including a variety of contents，and emphasizing the utilization of resources to create value． Core competence should include the organizationrsquo;s unique human resources, material resources and organizational and coordination capacity (Duane Helleloid amp; Bomard Simonin,1 994)．Bogner and Thomas (1994) argued that the core competence is enterprisesrsquo; unique skills and better perception to achieve the highest customer satisfaction when compared with the competitors，and this perception includes the tacit knowledge and the corporationrsquo;s value (W.C.Bogner amp; H．Thomas，1994)．As a conclusion，they emphasized that the core competence should include skills, knowledges and values etc．Thus, how to make efficient utilization of resources to establish a unique competitive advantage，especially the tacit competitive advantage，is an important issue about the concept of core competence．
其他学者发展了核心竞争力的概念，并形成了一些不同的观点。许多学者认为，核心能力是一种综合能力，包括各种内容，强调利用资源来创造价值。核心竞争力应包括组织的独特人力资源，物质资源和组织协调能力（Duane Helleloid amp; Bomard Simonin,1 994）。Bogner和Thomas（1994）认为核心竞争力是当与竞争对手相比时，企业独特的技能和更好的感知来达到最高的客户满意度，这种感知包括隐性知识和企业价值（W.C.bogner amp; H.Thomas，1994）。结论是，他们强调核心竞争力应包括技能，知识和价值观等方面。因此，如何有效利用资源建立独特的竞争优势，特别是隐性的竞争优势，是一个关于核心竞争力概念的重要问题。
2．Management innovation
2. 管理创新
According to dynamic capabilities theory，Martin(2000)pointed out that the competitive advantage exists in the enterprisersquo;s organization and management process，which are determined by the exclusive asset configuration and the evolution path of corporation．Based on this，management innovation is defined as how to make better use of companiesrsquo; resources to conduct more effective management．The general problems in Chinese SMEs are non-normative and unscientific management. Meanwhile，the SMEs are devoid of brand awareness and ignore the value of good brand image as an intangible asset．Therefore，management innovation primarily refers to the establishment of management and brand advantages．
根据动态能力理论，Martin（2000）指出，竞争优势存在于企业的组织和管理的过程，这是由独特的资产结构与企业的发展道路所确定。基于此，管理创新的定义是如何更好地利用公司的资源进行更加有效的管理。在中国中小企业普遍存在的问题是不规范和不科学的管理。同时，中小企业缺乏品牌意识和忽视良好品牌形象价值作为一种无形资产。因此，管理创新是指建立管理和品牌优势。
2.1 管理优势
Management is an immanent mechanism．A
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