A Research About The Derivative Path Of Enterprise Dynamic Capabilities Based On Knowledge Self-organization Evolution

In recent years, with the development of China’s market economy, enterpriseexternal environment present a complex, nonlinear and abnormal state. More andmore shorter product life-cycle, the continuous change of customer demandpreference, industry barriers coming down, the competition has become increasinglydiversified. This makes the competitive advantage of enterprises disappear faster andfaster, industry rules become more and more easy to be broken, customer loyalty forconversion. So, in such a competitive market environment, most enterprises began totransform from the traditional strategic thinking, use for the integration of newknowledge learning and seek new value creation. Academics also have to start to thetraditional management way, thinking how to adapt to the development of The Timesdemand. However, through research of most domestic enterprises can find that thereare still many domestic enterprise leaders keen on the study of knowledge andmanagement, but don’t knowing how to impact on enterprise competitive advantages.Many enterprises blindly following in knowledge innovation, learning organizationblindly set oriented, resulting in loss of their own unique competitive advantage.There are some enterprises, especially some state-owned enterprises, still taking intodefending the existing knowledge innovation mechanism, settled, the phenomenonsuch as bloated bureaucracy and organizational structure is very serious. Governmentsubsidies and monopoly industry become the main source of profits; this part of theenterprise has been gradually losing market competitiveness. Visible, in China’smarket economy under the background of enterprise is exhibit many unique behaviorand the way of action, research challenges are not limited to focus on enterpriseshould be how to acquire new knowledge, but how will this kind of strategic assetsthrough effective knowledge management into a lasting competitive advantage.Unfortunately, both in strategic management and knowledge management, knowledgein the organization evolution mechanism and knowledge and competitive advantageof the black box process is still difficult to be revealed.In order to solve the above problems, dynamic capabilities theory was mentioned and widely applied. The study of dynamic capabilities dates back to the organizationclass theory by Collins at the earliest. The theory as the starting questions porter’sstrategic positioning school and combining the resource-based view to explain thesource of the "continue" competitive advantage. In order to answer the question of"continuous", Collins, summarizes the definition of organizational capabilitiesthrough the system, according to their level of existence in the organization abilitiescan be divided into three categories. Next, published in the journal of strategicmanagement by Teece, dynamic capabilities and strategic management is the study ofdynamic capabilities to produce the effects of landmark. Author also based on porter’sindustry positioning, strategic conflict, and resource based view of the generation ofthe core theory system elaborated the dynamic capabilities and connotation, andthrough the assets, paths, organizational process three aspects to analyze the dynamiccapability of essential attribute, so as to put forward the "ability to dynamicallygenerated in the process of the entire organization, assets and route choice is decidedby the enterprise" the landmark conclusion, eventually will be divided into dynamiccapability dimensions of the coordination/integration ability, ability to learn andreconstruction ability three aspects. After, however, there are many scholars from theperspective of empirical points out the dynamic capability of Teece is not the directsource of enterprise competitive advantage, but by product development capabilities,partner capacity, strategic decision-making, and other "substantial ability" has indirecteffects on the competitive advantage. This part of the results is a complete enterpriseorganization strategy or process perspective to study the dynamic capabilities, somescholars at home and abroad called "synonymous with repetition ".So, in order to further explore enterprise generative mechanism of dynamiccapabilities, in the perspective of knowledge management, the dynamic capabilitiesare included in the category of scholars, its research methods and the consequentconclusions have also been some scholars arrange accordingly for the views of"content" and "process" two major schools of knowledge. In fact, the concept of"content" and "process" concept, its fundamental research will still focus on knowledge as a strategic asset, organizational learning mechanism become the mediagenerated dynamic capabilities. Therefore, using the concept of "content" ofinteraction and transformation between explicating knowledge and taintingknowledge to reflect the dynamic capabilities of the concrete, at the same time,combining with the concept of "process" learning mechanism set up to reflect therapid response to external environmental stimuli, have become nowadays the biggestdifficulties of the study about dynamic capabilities in the perspective of knowledge.Based on this, this study tries to draw lessons from the evolution of computingexperiment empirical methods to explicit knowledge and tacit knowledge genetic anditerative, through restructuring and variation in an effort to explore knowledgeevolution mechanism in the organization. Then, in order to further reveal fromknowledge self-organization evolution to the path of the relationship betweendynamic capabilities to generate, borrowed Eisenhardt et al in this paper, someresearch achievements, including the study of dynamic capabilities need to first studythe best practice of the enterprise, also is to clear the "substantial capabilities" of theenterprise. Therefore, knowledge self-organization evolution is basic path of thesubstantial ability to generate. That is to say, the research on dynamic capabilitiesmust first clear the substantial ability to form of the path choice, define thecharacteristics and inherent mechanism of the "substantial ability path". In this way,the knowledge self-organization evolution as a starting point of the path selection, itsinternal factors to achieve "a substantial ability path". The organization scale factors,knowledge search methods and learning mechanism of the establishment of will havean effect on the formation of a substantial ability. Visible, from the knowledgeself-organization evolution between dynamic capabilities, this paper with a"substantial ability" but also conforms to the ability to class theory point of views.Because of this, the theory of class properties plays a key role to the theory ofintegration of existing dynamic capabilities. Ability in order to be able to eventuallyfind the material to the dynamic evolution between classes, study and will be insteadof substantial ability in core competence, and explore the different period, the enterprise core ability under different life cycle phase to the dynamic capability ofderivative path. In the process of exploring the path of derivative, the dimension ofthe dynamic capability is divided into opportunity recognition, resource acquisitionand resource integration ability. The opportunity recognition ability now for bothscience and technology in this paper, the external and internal bureaucratic sexresources scarce resources, on the recognition of the opportunities from theorganizations internal and external two aspects; Resources are honored as access torealize the early growth of another key factor. Because both have typical state-ownedenterprise background characteristics, so the company on the external financingchannel has the congenital superiority. This superiority both in the mid and late earlyaccumulation of capital and project financing can quickly get the money. Both, ofcourse, by means of capital operation, absorption, restructuring mergers andacquisitions more cement enterprises in northeast China and has a high-quality assetsfor both heating power company, this resource acquisition ability is also honored theanother dimension of dynamic capabilities; In the end, both resources integrationability during the ripening, subject to the conditions of organizational routines andfailed to play a proper role. In fact, the establishment of the dynamic capability is thekey to the organization how to integrate the new resources and overcome the existingpractice, which is honored in the biggest difficulty facing the mature stage. Becausepeople can’t keep for a long time, the introduction of enterprises lack of innovationand create new knowledge, inherent within the practice hindered the long-termdevelopment of group; resource integration ability cultivation and perfection ofbecome a key problem for both the future to be solved urgently.Success in the end, this paper constructs the dynamic capabilities of derivingpath model, and the transformation of Chinese economic background characteristics,knowledge self-organization evolution impact factors, core competence and dynamiccapabilities of three dimensions are all included, and are all perfect together. Based onthe integrated model in the future, scholars should be based on the classification oftime, life cycle perspective, the definition of the leading factors in core competence ability and exploring the best practices of improving Chinese enterprises in fiveaspects to carry out the follow-up work, so as to fully reveal the mechanism ofdynamic capabilities derived under the background of Chinese transition economiesand make due contributions of solving enterprise problems.