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1 – 10 of over 34000
Article
Publication date: 10 April 2007

Urban Ljungquist

The purpose of this paper is to outline a model that is conceptually and empirically applicable by practitioners in contexts extending beyond mere core competence identification.

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Abstract

Purpose

The purpose of this paper is to outline a model that is conceptually and empirically applicable by practitioners in contexts extending beyond mere core competence identification.

Design/methodology/approach

This paper presents a conceptual review of a model.

Findings

This paper demonstrates that the associated concepts (competence, capability, and resources) have characteristics that differ both conceptually and empirically. The findings also indicate that competencies are central to core competence matters; it is possible to distinguish them analytically by three criteria. Furthermore, the notions of hierarchy suggested in previous research could not be verified which implies that the associated concepts all reside at the same hierarchy level.

Research limitations/implications

The findings advance core competence theories that better serve the needs of practicing managers and consultants, by initiating a specific research agenda in conceptual and empirical reviews and discussions. By proposing a model, the study provides a point of departure for core competency research that goes beyond matters of identification.

Practical implications

The dissimilar characteristics of the associated concepts offer great opportunities to core competency management, by means of the different influences they have on core competencies. Their influence makes organizational change and rejuvenation not only comprehensible, but also manageable. This is of particular importance to organizations that need ongoing renewal of core competencies, for example, when facing dynamic business environments. Competence improvements manage and change core competencies; capability supports reinforce and create structure before, during, and after a change process; resource utilizations are operative, and need daily attention.

Originality/value

The paper initiates a new research agenda for core competency matters by acknowledging specific features of the concepts associated with core competence. This makes a significant contribution to the existing literature in terms of practical and scholarly applicability.

Details

Management Decision, vol. 45 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

Book part
Publication date: 14 December 2004

Stanislav D. Dobrev, Tai-Young Kim and Luca Solari

Although studies of “core competence” appear frequently, the concept lacks a clear definition that allows one to operationalize it and use it to develop falsifiable predictions…

Abstract

Although studies of “core competence” appear frequently, the concept lacks a clear definition that allows one to operationalize it and use it to develop falsifiable predictions. We propose a definition based on the phenomenon that core competence is typically applied to – adaptations to different external context. Sourcing insight form the paradigm of organizational ecology, we develop arguments rooted in theories of structural inertia and environmental imprinting. Empirical analyses of failure rates of entrants in the Italian automobile industry confirm our propositions that core competence is a source of competitive advantage when industry entry is based on relevant capabilities and a source of inertia and obsolescence when core competences need to be substantially altered. We conclude that whether core competence materializes as a dynamic capability or exposes the firm to liability to selection and obsolescence is a random process. Its outcome hinges on environmental variation and the resulting firm-environment (mis)alignment and is thus largely beyond managerial control.

Details

Business Strategy over the Industry Lifecycle
Type: Book
ISBN: 978-0-76231-135-4

Article
Publication date: 23 August 2013

Urban Ljungquist

This paper seeks to enhance practical applications, by refining the original core competence concept to better fit dynamic environments.

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Abstract

Purpose

This paper seeks to enhance practical applications, by refining the original core competence concept to better fit dynamic environments.

Design/methodology/approach

This paper combines theoretical research streams treating core competence and dynamic capability.

Findings

The original core competence concept cannot help managers with today's dynamic business environments. This paper theoretically reviews conceptions of core competence to enhance dynamism and better align theory and practice. The author concludes that a core competence could become more dynamic in three ways, by: balancing itself with the external environment and including external activities and processes; reducing path‐dependency influences; and carefully “orchestrating” resources, by guidance rather than control, to release the inherent potential of project teams.

Research limitations/implications

The author rejuvenates a popular concept by including contemporary, more dynamic considerations; however, his propositions need to be tested empirically.

Practical implications

Three criteria are reformulated to match contemporary dynamism; these are also rephrased to better meet practical applications and take account of the internal sharing and transfer of competencies. This supplements the practitioner's toolbox for managing core competence in a company. For ideal core competence dynamism, managers should selectively incorporate external information and adapt external activities and processes, all to match the existing internal resource base.

Originality/value

This paper incorporates contemporary dynamics in an important strategy concept.

Details

European Business Review, vol. 25 no. 5
Type: Research Article
ISSN: 0955-534X

Keywords

Article
Publication date: 24 July 2007

Khalid Hafeez and Essmail Ali Essmail

This paper seeks to introduce an integrated framework to determine the relationships between organisation core competences and associated personal competencies.

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Abstract

Purpose

This paper seeks to introduce an integrated framework to determine the relationships between organisation core competences and associated personal competencies.

Design/methodology/approach

At first organisation core competences are determined by conducting internal and external benchmarking exercises, respectively, employing the “collectiveness” and “uniqueness” measures using key capabilities as a basis. Subsequently a pair‐wise comparison using the Analytic Hierarchy Process (AHP) is conducted to assess related personal competencies using the Chartered Institute of Personnel and Development list of competencies. The paper shows how these individual competencies are crucial to the overall organisational core competences. The framework is tested for a construction company, where five management directors are interviewed to develop an overall picture regarding the strengths and weaknesses of the company's key capabilities.

Findings

Overall the results show that, despite being a construction company, the composition of its organisational capabilities is dominantly governed by intangible assets’ contributions. The AHP prioritisation analysis confirmed that with regard to Innovative solutions, organisational core competence, Customer focus, and Team orientation are the most related personal competencies.

Originality/value

This paper makes an original contribution in the core competence literature by showing how to evaluate individual competencies that are essential to the construction of the organisational core competence. The use of AHP facilitates consistent data by screening out any subjective anomalies. The outcome of this exercise can help management prioritise the most related personal competencies needed for developing its organisational core competences and to undertake crucial business functions.

Details

Management Research News, vol. 30 no. 8
Type: Research Article
ISSN: 0140-9174

Keywords

Article
Publication date: 1 June 2001

Vic Gilgeous and Kaussar Parveen

A postal survey to manufacturing managers in six different industry sectors was conducted to ascertain their views on core competencies. Questions deemed important by the…

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Abstract

A postal survey to manufacturing managers in six different industry sectors was conducted to ascertain their views on core competencies. Questions deemed important by the literature centred on establishing the level of understanding the manufacturing managers had on core competence and ascertaining if they operated in an environment where core competence could be built and enhanced. Their views were contrasted with those expressed in the current literature and it was concluded that manufacturing managers need to increase their knowledge and understanding of core competencies. To be more competitive they need to operate more in an outward/strategy driven way and develop a strategic architecture to enable their organisation to develop the necessary core competencies. Of the six manufacturing industries surveyed the machinery producers emerged as the strongest advocators for core competence development with the food industry having the least orientation towards their development. To assist in core competence management an Enabling core competence lens model was presented together with a framework for core competence maintenance.

Details

Integrated Manufacturing Systems, vol. 12 no. 3
Type: Research Article
ISSN: 0957-6061

Keywords

Article
Publication date: 1 December 1996

G.J. Bergenhenegouwen

Explains the theory on the core competences of the organization and the competences of individual employees. Looks at the management style in competence‐based organizations and…

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Abstract

Explains the theory on the core competences of the organization and the competences of individual employees. Looks at the management style in competence‐based organizations and the way in which a competence‐based human resource management (HRM) system can help in achieving the organization’s objectives, as well as examining competence management and empowerment. A concrete application of a competence‐based HRM system in the petro‐chemicals industry illustrates the task of linking an organization’s core competences to the personal competences of employees by making use of HRM instruments. Ends with a summary of the challenges HRM professionals face in competence‐based organizations.

Details

Journal of European Industrial Training, vol. 20 no. 9
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 18 January 2008

Urban Ljungquist

To outline a core competence model by exploring links between core competence and the associated concepts of competencies, capabilities, and resources, and by proposing…

5006

Abstract

Purpose

To outline a core competence model by exploring links between core competence and the associated concepts of competencies, capabilities, and resources, and by proposing refinements to the characteristics of these concepts.

Design/methodology/approach

A case study based primarily on personal interviews.

Findings

The findings suggest that competencies, capabilities, and resources are all linked to core‐competencies; the first two continuously, and the third intermittently; motivate refinement of the competence concept, by adding adaptation competence as governing customer loyalty, and transfer competence as managing transcendental integration; and motivate refinement of the capability concept, by adding capacity as a quality characteristic, and communication as a characteristic that can actively initiate organizational change.

Research limitations/implications

The paper outlines a core competence model and propose refinements of the characteristics and links of the concepts, contributing to both core competence theory and resource‐based theory.

Practical implications

This work informs managers of the details of the core competence concept, of particular interest to managers with a customer‐focused standpoint. An empirical core competence exemplifies the importance of knowing the characteristics of competencies, since they encapsulate the power of organizational development. Managers also need to pay attention to the influences of capabilities, since they not only support organizational processes (if up‐to‐date), but also initiate change.

Originality/value

The development and specification of the core competence concept.

Details

European Business Review, vol. 20 no. 1
Type: Research Article
ISSN: 0955-534X

Keywords

Book part
Publication date: 11 May 2010

Colin Eden and Fran Ackermann

In order to elaborate the concept of resources (a key component of the well-established resource-based theory of the firm) this paper concentrates on exploring and elaborating the…

Abstract

In order to elaborate the concept of resources (a key component of the well-established resource-based theory of the firm) this paper concentrates on exploring and elaborating the associated concept of competences, in particular distinctive and core competences. This exploration includes an examination of the extant literature, alongside and in parallel with, an extensive body of action research undertaken over 15 years and with 44 top management teams engaged in strategy making. As such the concepts are scrutinized both in terms of their theoretical underpinnings as well as their impact on practice. The research reinforces the view that distinctiveness emerges most powerfully from the identification (or creation) of unique bundles or combinations of competences and that effective and meaningful core competences can be identified from understanding and refining the links between competences and organizational goals. The resultant conceptualization of the systemic competence/goals structure emerges from the interaction of theory and practice.

Details

A Focussed Issue on Identifying, Building, and Linking Competences
Type: Book
ISBN: 978-1-84950-990-9

Article
Publication date: 14 February 2020

Hailin Lan, Shuo Liu, Manli Huang and Ping Zeng

The past 40 years of reform and opening up have seen the role of core competence receive unprecedented attention because of the impact of the new normal economy as well as the…

Abstract

Purpose

The past 40 years of reform and opening up have seen the role of core competence receive unprecedented attention because of the impact of the new normal economy as well as the pressure of transformation and upgrading. Few Chinese enterprises have effectively constructed core competence, and there is also a lack of strategic perspective and contextual embedding of its construction process in theory. This study aims to analyse the unique contextual characteristics of China in the transitional period and the impact on the core competence construction of Chinese enterprises and proposes its construction mechanism for Chinese enterprises.

Design/methodology/approach

Through theoretical deduction and speculation, this paper analyses the process of concept formation, clarifies the concept, analyses its connotations and structure and emphasises its relativity. Based on a review of the theoretical research on the core competence construction process and an analysis of dual contextual impact, this paper puts forward a mechanism for core competence construction.

Findings

The results reveal that four specific characteristics of entrepreneurs in balancing and coping with the dual nature of external context constitute the key driving force for a Chinese enterprises’ core competence construction; under the influence of this driving force, the core competence construction mechanism includes process mode, knowledge source, management mode and key success factors.

Originality/value

Approaching it from a Chinese context, this study deepens the concept of core competence; enriches and develops the research related to the core strategic research proposition of its construction; and provides positive significance for Chinese enterprises to effectively build, develop and strengthen core competence and enhance their international competitiveness.

Details

Nankai Business Review International, vol. 11 no. 1
Type: Research Article
ISSN: 2040-8749

Keywords

Article
Publication date: 1 April 1997

G.J. Bergenhenegouwen, H.F.K. ten Horn and E.A.M. Mooijman

Challenges the popular myth that businesses’ ills are easily cured by training. Argues that training is frequently misused as propaganda, distracting from searching analysis of…

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Abstract

Challenges the popular myth that businesses’ ills are easily cured by training. Argues that training is frequently misused as propaganda, distracting from searching analysis of organizations’ real problems. Uses examples of misapplied training initiatives which leave a warm feeling but miss their target. Contrasts training with education: training pursues an outside‐in agenda aimed at instilling learner compliance with external standards. Education, by contrast, works inside‐out, offering choice and challenging the status quo. Advocates leadership which favours the values of education more than training. Proposes a more balanced equation between the supply of talent and its intelligent and healthy utilization. Shows how a creative, multilevered approach to change develops corporate competence.

Details

Industrial and Commercial Training, vol. 29 no. 2
Type: Research Article
ISSN: 0019-7858

Keywords

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