国际经济与贸易学院知识库

近年来，国产智能手机行业飞速发展，但随着国内市场的需求趋于饱和，一批国产智能手机企业纷纷选择国际化。一加公司与传统企业不同，具有鲜明的天生国际化属性，创立之后短短几年就取得了丰硕的发展成果。研究企业的核心能力和竞争优势的建立对于企业未来的发展方向至关重要，而对于一加公司来说，资源整合能力是使其能够成功天生国际化的主要核心能力，并以此带动了企业内部各项动态机制的运转，最终形成了竞争优势。因此本文重点分析一加公司的资源整合能力和企业竞争优势，并探究其资源整合能力对企业竞争优势的影响关系。

首先，本文对资源整合能力与企业竞争优势的相关理论及国内外研究文献进行梳理和回顾。其次，在此基础上结合一加公司发展现状，深度分析其资源整合的动因、内容和模式及企业竞争优势，发现其资源整合能力是通过学习、管理和创新这三种动态机制来影响竞争优势的建立；同时将资源整合能力划分为资源识取能力和资源配用能力两个维度，将企业竞争优势划分为顾客优势、速度优势和创新优势三个维度，并据此提出了各维度间影响作用的假设模型和假设关系，即：一加公司资源识取能力与资源配用能力均对企业的顾客优势、速度优势和创新优势有正向影响。再次，根据李克特量表法设计调查问卷，收集评价一加公司资源整合能力和企业竞争优势各维度的一手数据，然后运用结构方程模型法对调研数据进行实证分析，验证之前提出的假设模型并得到研究结论：一加公司的资源整合能力总体上对企业竞争优势有正向影响作用，其中，资源识取能力对速度优势和创新优势有正向影响作用，而对其顾客优势没有明显的正向影响作用；资源配用能力对顾客优势、速度优势和创新优势都具有正向影响作用。最后，结合前文分析和研究结论，对一加公司提高资源整合能力进而扩大竞争优势提出相关对策建议，同时也是对其他国产智能手机企业发展的启示，即：要注重培育学习型企业文化、优化企业组织管理结构、建立和完善线下顾客实体店、综合发展企业各项核心能力与优先明确和着重发展企业突出核心能力。

In recent years, the domestic smartphone industry has developed rapidly, but as the demand in the domestic market tends to be saturated, a number of domestic smartphone companies have chosen to internationalize. Different from traditional companies, OnePlus has a distinct inherent international nature. It has achieved fruitful development results in just a few years after its establishment. The research on the core competence of the enterprise and the establishment of its competitive advantage are very important for the future development direction of the enterprise, and for OnePlus, the ability to integrate resources is the main core competence that enables it to successfully be born international, and thus drives the enterprise. The operation of various internal dynamic mechanisms eventually forms a competitive advantage. Therefore, this paper focuses on analyzing OnePlus' resource integration capability and corporate competitive advantage, and explores the relationship between its resource integration capability and corporate competitive advantage.   

First, this paper sorts out and reviews the related theories and domestic and foreign research literatures on resource integration ability and enterprise competitive advantage. Secondly, on this basis, combined with the current development status of OnePlus, it deeply analyzes the motivation, content and mode of its resource integration and its competitive advantage, and finds that its resource integration capability affects its competitive advantage through the three dynamic mechanisms of learning, management and innovation. At the same time, the resource integration ability is divided into two dimensions: resource identification ability and resource allocation and utilization ability, and enterprise competitive advantage is divided into three dimensions: customer advantage, speed advantage and innovation advantage, and the influence of each dimension is proposed accordingly. The hypothetical model and hypothetical relationship of the role, namely: OnePlus' resource recognition ability and resource allocation ability have a positive impact on the company's customer advantage, speed advantage and innovation advantage. Thirdly, a questionnaire was designed according to the Likert scale method to collect primary data for evaluating OnePlus' resource integration ability and various dimensions of corporate competitive advantage, and then use the structural equation model method to conduct an empirical analysis of the survey data to verify the previously proposed hypothesis model. And the research conclusion is: OnePlus' resource integration ability has a positive effect on the company's competitive advantage in general. Among them, the resource identification ability has a positive effect on the speed advantage and innovation advantage, while its customer advantage has no obvious effect. Positive effect; resource allocation ability has a positive effect on customer advantage, speed advantage and innovation advantage. Finally, combined with the previous analysis and research conclusions, this paper puts forward relevant countermeasures and suggestions for OnePlus to improve its resource integration capabilities and expand its competitive advantages. It is also an enlightenment for the development of other domestic smartphone companies, that is, to focus on cultivating a learning corporate culture and optimizing the company, organize and manage the structure, establish and improve offline customer physical stores, comprehensively develop various core capabilities of the enterprise and focusing on developing the enterprise's outstanding core capabilities.