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首页> 外文期刊>International journal of nuclear desalination >Managing key capabilities: a challenge for nuclear plant building companies
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Managing key capabilities: a challenge for nuclear plant building companies

机译：管理关键能力：核电站建设公司的挑战

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The nuclear plant building industry faces a paradoxical situation. The use of nuclear reactors to produce energy for civil purposes is both a promising technology, with potentially huge outlets, and a technology facing declining demand. One of the key problems is then: how to maintain the capabilities necessary to benefit from the potential recovery? The resource-based view of strategic management has shown the importance of different types of resources and capabilities in gaining a sustainable competitive advantage. Successful incumbents in the market of nuclear station building have built those kinds of distinctive capabilities that give them a competitive advantage over potential new entrants. But we show that without a permanent activity in plant building, preserving those capabilities necessitates specific strategic action. We firstly develop the argument that the nuclear plant building industry is in a paradoxical situation in terms of demand and technical performance trends. Secondly, we try to identify the key capabilities of the incumbents. We show that companies in that field use mainly three types of distinctive capabilities: pure technical and scientific knowledge in direct relation to the use of nuclear as an energy generator, competences in risk management and competences in large project management, including financing. Thirdly, we show that although some of those capabilities are used through other nuclear-related activities such as plant maintenance or fuel supply, some of them necessitate taking strategic actions in order to be preserved. We argue that this should be a priority of nuclear equipment company managers in the next few years.
机译：核电站建筑业面临着自相矛盾的局面。使用核反应堆生产民用能源既是一种有前途的技术，可能有庞大的出口，又是一种需求下降的技术。那么，关键问题之一就是：如何保持必要的能力以从潜在的恢复中受益？基于资源的战略管理观点表明了不同类型的资源和能力在获得可持续竞争优势中的重要性。核电站建筑市场上成功的老牌公司已经建立了这种独特的能力，从而使它们比潜在的新进入者具有竞争优势。但是，我们表明，如果不进行永久性的工厂建设活动，则要保留这些能力就必须采取特定的战略行动。我们首先提出这样一种论点：就需求和技术性能趋势而言，核电站建筑业处于悖论状态。其次，我们试图确定在位者的关键能力。我们表明，该领域的公司主要使用三种独特的能力：与使用核能作为能源直接相关的纯技术知识，风险管理能力以及包括融资在内的大型项目管理能力。第三，我们表明，尽管其中一些能力是通过其他与核有关的活动（例如工厂维护或燃料供应）来使用的，但其中一些必须采取战略行动才能得以保留。我们认为，这应该是未来几年核设备公司经理的优先事项。

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