ABSTRACT
Along with the progress of science and technology and the development of information, the competitions between enterprises are becoming more and more intense which leads one to wonder how an enterprise can stand out among its numerous competitors. Therefore, one of the important challenges which determine how an enterprise could succeed is how to distribute its resources to create a core-competence for future business opportunities. It should also be able to find new application for its existing core competence. Not only that, for building its core competence an enterprise needs outstanding people and as such, how to manage its human resource to create core competence should also be an important theme. Most of the HR employment method only focuses on one particular group of people, hence overlooking the fact that different groups within an enterprise could be employed for different task.
In view of this, this research is based on the constructive viewpoint mentioned by Prahalad & Hamel (1994) on core competence, together with Lepak & Snell¡¦s(1999) architecture of human resource. This research circles around four different stages ¡V maintenance of core competence, innovation of core competence, extension of core competence and development of new capabilities. It studies the types of method, relation and structure an enterprise should adopt in order to acquire the necessary HR and develop a HR strategic structure which could stand the test of time.
Adopting an in-depth interview method, this research targeted a certain large scale English tutorial centre in Kaohsiung as the subject of study. It studied the human resource employment mode, relation and HR configuration adopted by this tutorial centre to build up its core competence.
The result of this research showed:
1. Company A adopted internal development method, a business transaction or partnership type of relationship and market-base and commitment HR configuration to build its human resource on maintaining core competence.
2. In creating new core competence, Company A adopted internal development method as well as recruitment of talents method. Relationship adopted was that of business transaction and partnership type and HR configuration was that of market-base and commitment.
3. Method adopted for expansion of core competence was pretty much the same.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0708103-151411 |
| Date | 08 July 2003 |
| Creators | Shao, Ming-Wei |
| Contributors | Chen-Der Fa, Shyu S. David, Huang-Pei How, Hu G. Gary |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0708103-151411 |
| Rights | not_available, Copyright information available at source archive |
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