From concept of knowledge, resources, technical concept, the organization and systems, Cultural Perspective concept of core competence connotations. On this basis, the analysis of the nature of core competencies. To access the enterprise sustainable competitive advantage through the continuous accumulation of knowledge and activation, enhancing core competencies. Since the late 1980s, business began to study core competencies by many scholars and policy body weight. Entering the 1990s, on the competitiveness of enterprises, the real beginning of a gradual shift to the core competence areas From a long-term study, the competitive advantages derived from "lower than the cost competitors, faster speed "to develop its own capacity to produce a lot from the strong competitiveness of core competencies. First made clear the concept of core competencies. and the definition is given Pulahalade (C.K.Prahalad) and Hamer (GarryHamel ). Since then, the thinking of the theory and practice of community recognizes, to the mid-1990s, The core competence of the research results there are more types of literature. Since the concept of core competencies made clear after different researchers from the concept of knowledge, resources, technical concept, the organization and systems, Culture different perspective on this research, and forming a different school. In this paper the different schools for summary analysis, used to study the nature of core competencies. Core competence-content-based synthesis technology and innovative concept of core competencies Praha Ladd and Hamer (1990) from the technology and product innovation concept study on behalf of the core competencies. Their "core competence" a text from the technology and product innovation and in terms of the ideological core, that the core competence of the accumulation process with the company's core products stewing core technology development process. Product stewing technology platform is to go through a long period of learning and the accumulation can be established. thus enterprise core competencies past investment behavior and learning accumulated by the enterprises with the specific expertise. As the group learning, the learning process involves : 1) Business different production techniques coordination. 2) Business Integration of different technologies, 3) organization values relay. Through the study of core competencies and the accumulation of enterprises on the early detection of possible product and market opportunities, and consequently, the continued development of enterprises with core competencies in close contact (Quinn, Doorley. Paquette,1990), the enterprise must constantly improve its core competencies. In addition Pulahalade and Hamer, Researchers at the core capacity-known about (M H Meyer) and Utterback (J.M.Utter back) is based on the concept of technology and technological innovation process analysis core competence in 1974. They think that core competence refers to the research and development capabilities, manufacturing capacity and marketing capabilities; that the core competencies in a larger extent, the product family on the basis of innovation, and products to the markets. MEI and Utterback about enterprise core competencies decomposition of four dimensions : product capabilities of user needs comprehension. distribution channels, as well as manufacturing capacity. They also found that the core enterprise and the market performance of a causal relationship between, and enterprises are facing competition in the market status of its causal relationship to have an impact. Based on the concept of knowledge-the core competencies from the concept of knowledge investigation Researchers from external knowledge can be copied or to the definition of enterprise perspective, core competencies, that the core competence refers to enterprises with characteristics of a very difficult enterprise release of proprietary knowledge and information. The schools that core competence is based on knowledge and core competence is an important way to improve, and the ability to learn is the core of the core. Barton (DorothyLeonard Barton) is that the school representatives, He believed core competence is to enable enterprises unique and enterprises competitive advantages of knowledge. It includes four dimensions : skills and knowledge-based, technology systems, management systems, values, These four dimensions between the strong interaction. Barton also believes that the core ability of the enterprise's competitive edge, it has accumulated over time which are not easily copied by other enterprises. Therefore, the enterprises to achieve sustained innovation, the core must be the continued accumulation of conditions. McKinsey consulting firm for Kevin Branch, Stephen Hall and Patricia Clifford also, Core competencies are a series of internal complementary skills and knowledge of composition, It has made a number of key operational or achieve best-in-class level of competence. This formulation, and strengthen the capacity of the core knowledge in the form of enterprises and the various aspects of capacity. - Based on the concept of enterprise resource core competencies resources concept emphasizes resources and the capacity to earn high profits the rate of return and sustainable competitive edge in the market of (Christian Oliver) (ChristineOlive r). Based on this view, enterprises in the acquisition and allocation of resources and capabilities, "heterogeneity" of the decision was its high economic returns are possible. These long-term, access to higher than normal returns of the characteristics of the enterprises is "flawed" and "incomplete" elements of market access and opening the ability of the strategic assets are determined. Since enterprises in the choice and the accumulation of resources in the decision-making based on limited information, cognitive bias, causal relationship vague conditions under constraints to the economic rational allocation of resources for the feature, so between different enterprises in the acquisition of these strategic resources in the decision-making process and the "heterogeneity" of enterprises constitute the core competencies . Based on this viewpoint, the resources to ensure sustained as a super-normal profits is the most basic conditions. From the type of resource, constitutes the core capacity is scarce resources, unique, sustainability, dedicated, not imitation, non-trading, invisible, non-alternative features, enterprises must have such resources, be in the industry has a unique status, which came from its identification of resources, accumulation, storage and activation process unique capabilities. Resource-based view, it that the core business is the ability to access and have the resources of these special unique abilities. Based on the system and the concept of core competence with a system view on core competence is to provide enterprises operating in the specific competition and competitive advantage based on the various skills, complementary assets and operations of the organic integration, embodied in such organizations as the core of enterprise content is exclusive knowledge system, It is the business know-how to make the core performance in the unique, unusual and difficult to imitate. Zhu building core competencies in corporate strategy and structure top to possess special skills artificial carrier involve many levels of the organization and all the functions, and consequently, the core must be the ability to communicate, participation across organizational boundaries and the common vision and recognition. Coombs (Coombs) that the enterprise core competencies include enterprise technical capacity and technical ability to be effective Guitar with the organization. Therefore, the core competence is of a technical nature, but also has the organizational characteristics, It includes enterprise technical expertise (including products and processes) and the effective allocation of such expertise in the organization. And the organization and a concept close to the system, Rafah (Raffa) and stroke (Zollo) that the core competence lies not only in the operation of enterprises Subsystem , but exists in the corporate culture subsystem based on the complexity of the human, and human and environmental relationships. Enterprise real core competencies are its technology, core competencies, core competencies and organizational culture core competencies are organically combined. The core competence accumulated reserves in enterprise culture, which permeates the entire organization, but it is precisely the consensus is to organize an integrated, not imitate the ability to provide the core foundation. Different points of view briefly reviewed First, from the above discussion, different researchers from different studies on core competencies, and presented their arguments argumentation and logic analysis, This fully shows the core competence is a very rich connotation of the new concepts, new ideas, It attached to the enterprise stewing the technology, resources, knowledge, culture, organization, management, and other subsystems. Therefore, it that the core competencies of research, from a single subsystem, to different subsystems of organic composition of the entire enterprise stewing Organization. Secondly, the different angles of thought is a mutual penetration. These views of different schools is not an antagonistic relationship, but confirms the mutual relations. It is the intersection of different perspectives, which can make the core ability of faster perfected. Third, the existing research from different aspects of the core ability of interpretation, for the people to understand their core competence to provide a useful perspective, but they also have some shortcomings, As in previous studies of enterprises within addition to the technical process is the process as a "black box" not from the perspective of research enterprises and other technical process of interaction between the process of interaction and relationship This, to a certain extent, weakened the ability of enterprises core interpretation; Again, Pulahalade including Hamer, and the majority of enterprises core research has been centered on the technical dimensions. They are assumed to enterprises in the technology process is bound to bring the advantages of the enterprises competitive edge in the market, But with this defeat of many of its cases, the study shows that although some companies are technically superior, But it has competition in the market were not commensurate with the economic performance, even in extreme circumstances, enterprises were forced to withdraw from its strong technological advantages of industries. Fourth, the core ideas from the research phase to the application stage, there is a process. As Dan Simpson, from the specific sense, the "real core competency is difficult to precise definition, it is usually discovered later. that is, as you have experienced, You only through brief description of your successes and failures to define your ability. " Prior to found an enterprise's core competencies, is not no easy thing. Core capabilities Essence : analysis of the nature of core competencies, core competencies to be the manifestations and dependent vector analysis as a prerequisite. The former explore an enterprise's core competencies is reflected in what form; and the latter explore the core capability of enterprises in which the vector. On the core competence of the essence of analysis, the former is clearly more important than the latter; However, the core measure of capacity, measures to improve the evaluation and analysis, the latter has become the measures are implemented, that is the only carrier on the basis of nurturing, can produce unique, and not for external access and the ability to imitate the core. The ability to leave the carrier's ability to foster discussion, as without trees. Based on the knowledge of the core competencies perspective, We can come to the assumption that the core capability of the form should be formatted knowledge (such as drawings, documents, etc.) and information technology, management, and values; core competencies of the carrier, and by use of the object -- operating tool. Based on the concept of organization and systems analysis, a hypothesis : core competency is the core content knowledge, and that a person, organization, assets, and mechanisms of knowledge systems attached to the carrier. Based on the concept of core resources analysis, it can be assumed that : enterprise core competencies are expressed in the form of unique resources and capabilities; its vector of the entire business / organization, and unique ability of decision-making and resource acquisition, stockpiling, use of process and structure. Based on the concept of technical analysis, will be the assumption that core capability of enterprises in the form of expertise and capacity; Vector is its people, equipment, etc., through enterprise core competence of research and development activities, Manufacturing and marketing activities reflected. Based on the previous five assumptions, we can reach : the enterprise core competencies are formatted forms of knowledge, ability, expertise, information, resources, values, these different forms of core competencies, exists in person, organization, the environment, Asset / facilities among different carriers. Because information, expertise, capabilities, in essence, is the company / organization's internal knowledge; Meanwhile, the unique values and culture, belonging to the unique resources, it can come to this conclusion : Core Competence is the nature of the enterprise-specific knowledge and resources. The question now is how to look at the knowledge and resources to the relationship. Resources include the organization of internal resources and external resources organizations both. External resources exist in the external environment, it is not an organization with a unique imprint, Although the market is not complete and scarce characteristics, different enterprises which are scarce on the unequal opportunities, But in "Who can access these resources" on the right, between different organizations did not have the natural inequality, It is only because of different organizations in their own knowledge and abilities imbalances, result in access to resources and decision-making on the use of the inequities. Therefore, the decision of scarce resources access and use of the "heterogeneity" The fundamental reason is the different between knowledge and abilities. And external resources is a prerequisite for decision-making within the organization's resources, because of external resources is not in itself the characteristics of an organization, and only when external resources and internal resources interaction, integration of resources -- internal resources and the integration of internal resources -- with the enterprise characteristics. So, according to the characteristics of internal resources, to find, select, the use of external resources, Core is the inherent ability to reflect, and this decision is the premise of enterprise knowledge and the ability to accumulate. Therefore, as a resource in a unique form of knowledge, is the core competence constitutes the essence. A learning organization stewing enterprises, not only to continuously learning organizations and individuals to obtain "natural" with its own characteristics of knowledge, Also through external exchanges, the discovery and use of external knowledge, and knowledge and inherent combination Access to external knowledge processing enterprises to their unique imprint, in collaboration with the "acquired" is exclusive, not imitation. Scarcity characteristics.