The rigidity of enterprise competitiveness is manifested in two aspects: non-human capital and human capital. The rigidity of non-human capital is mainly manifested in the specialization of enterprise machinery and equipment, as well as the solidification of brand and goodwill. The rigidity of human capital is mainly manifested in the specialization of knowledge and skills. The rigidity of competitiveness restricts the strategic adjustment of enterprises, making them clearly show the characteristics of path dependence. Therefore, at a certain moment, although the enterprise has a large number of superior resources and capabilities, it may be powerless in the face of a rapidly changing environment, which means that the key dynamic competitiveness has been lost. Therefore, in such an environment, market monopoly and resource monopoly are not sustainable. Only by maintaining the spirit and ability of continuous innovation can we maintain a lasting lead and obtain the necessary competitive advantage.
For modern service enterprises, the importance of dynamic competitiveness stems from changes in the environment. Managers must examine the environment and then adjust the organization to ensure a balanced state with the environment. Success depends on maintaining a good relationship with employees and external institutions with which the organization deals. The market environment of services can be summarized by the two words turbulence and dynamic competition. Its characteristics are clearly manifested in the internationalization of competition and the globalization of the market, which make the competition faced by enterprises exist at both low and high levels.
The development of new technologies and new products has accelerated the cycle of changes in competition rules between enterprises; the means of competition have gradually become modernized, and the interactive competition at home and abroad has significantly accelerated; the strategies and behaviors of competitors are more uncertain, and competitors often appear from unexpected places, making the environment more complicated. The characteristics of high intensity and high speed of competition make a certain competitive advantage of an enterprise only temporary, and it is often easily destroyed by the counterattack of competitors. Each competitor is constantly building competitive advantages and weakening the competitive advantages of opponents. The strategic interaction between competitors has become a decisive factor in the strategy of the enterprise.
The effectiveness of competitive strategy depends not only on time priority, but also on the ability to predict the reaction of competitors and change the rules of competition. The market is a social structure formed by various interactive behaviors between enterprises. Therefore, enterprises pay close attention to the competitive actions of related enterprises and use them to determine their own behavior. Porter also pointed out that “the significant feature of competition is that enterprises influence each other, and the results of one enterprise’s competitive actions depend on the response of another enterprise.” It can be seen that the more obvious the dynamic characteristics of competition are, the more important means for enterprises to gain profits will be first-mover advantage and innovation.
The shortcomings of dynamic competition strategy are that dynamic competition limits the strategic environment of enterprises to the game relationship between competitors, ignoring the dynamic analysis of other factors such as sellers, buyers, substitutes, etc. in the industrial structure model. Moreover, it is almost impossible for an enterprise to accurately grasp the situation of competitors because it ignores the characteristics of the industry.
Capability rigidity is another important factor that requires enterprises to form dynamic competitiveness. The capability rigidity of enterprises is manifested through their non-human capital and non-human capital carriers. The rigidity of non-human capital is mainly manifested in the specificity of enterprise machinery and equipment and the fixation of brand and goodwill. The rigidity of human capital is mainly manifested in the specialization of knowledge and skills. On the one hand, capability rigidity supports the competitive advantage of enterprises, and on the other hand, it also restricts the strategic adjustment of enterprises, making them clearly show the characteristics of path dependence. However, the environment in which enterprises are located is changing at a high speed and is difficult to predict. Therefore, if enterprises want to develop, it is necessary to respond to changes and promote and lead changes when appropriate.