TECHNOLOGICAL COMPETENCIES AND COMPETITIVE ADVANTAGE IN THE SPANISH ELECTRICITY INDUSTRY: NEW CHALLENGES, NEW TOOLS

2001 ◽  
Vol 05 (04) ◽  
pp. 457-485 ◽  
Author(s):  
JESÚS RODRÍGUEZ POMEDA ◽  
PATRICIO MORCILLO ORTEGA ◽  
FERNANDO CASANI FERNÁNDEZ DE NAVARRETE ◽  
JOSÉ MIGUEL RODRÍGUEZ ANTÓN
Keyword(s):  
Competitive Advantage ◽  
Electricity Market ◽  
Regional Integration ◽  
Core Competencies ◽  
Electricity Industry ◽  
Organisational Learning ◽  
Competitive Environment ◽  
Business Success ◽  
Technological Competencies ◽  
Total Turnover

Recently, the electricity industry in Spain has experienced a deep transformation, aimed to improve the degree of concurrence between the operating firms. This change must be explained in the framework of the regional integration of markets with an European scale. The European Union is shaped as a relevant region in the world energy (and specifically, in electricity) market. Facing this change, the Spanish electricity firms must adopt a wider business vision, to cope with all the aspects of the new competitive environment in order to obtain business success. Firms, following the resource-based view, must generate and strengthen the competitive advantage derived from its core competencies. Those competencies, that constitutes the base for the inter-firm heterogeneity, are created (and evolve) from several mechanisms of organisational learning. Our research tries to show what the business vision of the Spanish electricity firms is, based on the efficient management of its personal, technological and organisational competencies. We have focused on technological competencies, because, in a more competitive scheme, they can support the sustained competitive advantage of the firm. So, we develop a model based on the Strategic Matrix of Technological Competencies (SMTC). The model is tested with a sample of 20 Spanish electricity firms (representing 71.25% of the industry total turnover in 1996). That matrix combines, in a dynamic sense, several scenarios and strategic business units in order to determine the critical technological competencies that the firm must master in each economic situation. The empirical analysis developed concludes (for the firms in the sample), among other issues, the existence of statistical relationships between certain technological competencies (as "Clean Use of Coal", "Advanced Technologies for Control and Communication", and "Electricity Transmission Technologies"), and several sources of competitive advantage (as the "The firm must difficult its resources' imitability"). In conclusion, facing the new competitive environment (in Spain and in the EU), technological competencies are considered by those firms as sources of competitive advantage. These competencies evolves using several organisational learning systems adopted by the firm. In this changing environment, the SMTC can be a relevant tool for the strategic management of the firms in the electricity industry.

scholarly journals COMPETENCY: DEVELOPMENT, INTEGRATION, AND APPLICATION

2017 ◽  
Vol 2 (2) ◽  
Author(s):  
Steven Moulton ◽  
Oki Sunardi ◽  
Gino Ambrosini
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Cross Section ◽  
Shared Leadership ◽  
Core Competencies ◽  
Business Success ◽  
Competency Development ◽  
Bottom Line ◽  
Strategic Direction ◽  
Organizational Competencies

<p>Many companies and organizations are increasingly focusing on human capital as a competitive advantage in a rapidly changing environment. To achieve business success, companies are expecting their employees to perform at higher levels, to be more customer-responsive, more process-oriented, more involved in shared leadership and more responsible for creating the knowledge that adds value to an organization’s distinguishing capabilities. When embarking on the path of selecting and defining competencies, an organization needs to pause for an introspective review. Linking competencies to the organization’s purpose, goals and values is the key to positively affect the organization’s direction and bottom line. Competencies can be categorized into one of four groups, organization-based, individual-based, technical and behavioral. From a strategic direction approach, the organization that knows and understands its core competencies and capabilities can use them to attain a strategic advantage. In addition, the organization understands that there is a diverse cross section of organizational competencies that are necessary for fulfilling its mission. Successful application of competencies lies in how they are defined. Simplicity and measurability are keys for competencies to be accepted and measured throughout an organization.</p><p>Keywords: competencies, core competencies, organizational competencies, simplicity and measurability</p>

scholarly journals Inclusive Organisational Culture – A Competing Strategy for Business Success

2019 ◽  
Vol 8 (4) ◽  
pp. 5155-5159
Keyword(s):  
Problem Solving ◽  
Competitive Advantage ◽  
Core Competencies ◽  
Organisational Culture ◽  
Business Success ◽  
Work Culture ◽  
Diversity And Inclusion ◽  
Success Stories ◽  
Culture Strategies ◽  
Better Than

In today’s global competitive arena, every business entity urges for creating core competencies to withstand in the competition. Most of the flourishing companies capitalize diversity and inclusion as a source of competitive advantage. Creating and regulating an inclusive work culture is more complex and challenging. Far from being a challenge, it can create competitive advantage by increasing innovation, flexibility and problem-solving capacity. Organisations’ with inclusive culture seems to meet its target far better than planned and expected. Yet many organisations are aspiring to cultivate an inclusive culture. This article spreads light over the components and benefits of inclusive work culture, strategies to create and regulate the inclusive culture and the success stories of organisations with inclusive work culture

scholarly journals Determinants of innovation performance

2019 ◽  
Vol 32 (1) ◽  
pp. 40-62 ◽  
Author(s):  
Esteban Lafuente ◽  
Angela Solano ◽  
Juan Carlos Leiva ◽  
Ronald Mora-Esquivel
Keyword(s):  
Competitive Advantage ◽  
Learning Strategies ◽  
Knowledge Creation ◽  
Organisational Learning ◽  
Innovation Performance ◽  
Knowledge Generation ◽  
Business Success ◽  
Business Services ◽  
Content Type ◽  
Knowledge Intensive

Purpose The purpose of this paper is to analyse the relationship between organisational learning capabilities (OLCs) and innovation performance (IP) in organisational contexts where knowledge creation and exploitation are the business’ main source of competitive advantage. Design/methodology/approach The study hypotheses are tested on a unique sample of 74 high-performance businesses operating in knowledge-intensive business services (KIBS) industries and non-knowledge intensive sectors in 2016. The study employs a sequential deductive triangulation analysis (QUAN → qual) based on linear regression models and qualitative interviews. Findings The results indicate that OLCs positively impact IP. Additionally, the findings reveal that this relationship is stronger in organisations where knowledge creation and exploitation constitute the main source of competitive advantage, namely, KIBS firms. Research limitations/implications This paper offers insights into how the innovation outcomes of OLCs are heterogeneous across industries. This study contributes to a better understanding of the conditions under which the effects of developing learning-enhancing strategies occur in businesses operating in different industries. Practical implications Both knowledge generation and exploitation processes are critical for business success, and OLCs play a decisive role in this process. In this sense, the results suggest that managers need to turn their attention to the characteristics of business operations when considering the development of strategies aimed at enhancing OLCs. Originality/value The paper further explores the influence of OLCs on IP by analysing how organisational learning strategies interact with relevant organisational characteristics – that are linked here to the exploitation of knowledge-based resources – to yield superior IP.

The Knowledge and Learning Potential of Outsourcing

2020 ◽  
pp. 28-49
Author(s):  
Ingi Runar Edvardsson ◽  
Susanne Durst
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Core Competencies ◽  
Organisational Learning ◽  
Learning Problems ◽  
Competitive Advantages ◽  
Improve Quality ◽  
Learning Potential ◽  
Hidden Cost ◽  
Production Cycles

This chapter consists of a review of 42 refereed articles on outsourcing in relation to knowledge management and learning. Among the knowledge and learning potentials of outsourcing in organisations are to focus on core competencies, organisational learning, shorten production cycles, improve quality, and enhance innovation. Outsourcing can also have negative outcomes, such as knowledge loss, competences drainage, organisational learning problems, diminished trust, poorer services, hidden cost, and reduction in innovation. The findings of the review were summarised in a number of hypotheses and two conceptual models that highlight the contribution of outsourcing to either competitive advantage or disadvantage. The chapter can assist managers to seek competitive advantages out of outsourcing of activities while avoiding detrimental outsourcing effects.

Nokia’s Comeback — Is it Revival of an Iconic Brand?

2019 ◽  
Vol 23 (02) ◽  
pp. 415-426
Author(s):  
Neha Zaidi ◽  
Pallavi Tyagi ◽  
Animesh Singh
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Core Competencies ◽  
Competitive Environment ◽  
Dynamic Nature ◽  
Market Leader ◽  
Constant Improvement

The case highlights how once a market leader went from glory to decline because of its averseness to change in the dynamic competitive environment. It also emphasises the importance of innovation, flexibility and constant upgradation for sustainability. It talks about constant improvement upon one’s core competencies. The case restates the ideas and theories of Dr. C.K. Prahalad and Gary Hamel that core competencies are not permanent and stagnant, and they need to be acquired, refined, developed and evolved to sustain the competitive advantage. The case further highlights the dynamic nature of the market, and how various forces both internal (to the organisation) and external may overthrow the throne of seemingly big players and how the small players can give them a run for the share. The case can be analyzed through various strategic management frameworks such as PESTEL analysis, TOWS analysis and Porter’s Five Forces Model.

Assessing Government’s Performance Management Capability: the Case of the Australian Electricity Industry

2004 ◽  
Vol 70 (1) ◽  
pp. 123-136 ◽  
Author(s):  
Judy Johnston
Keyword(s):  
Performance Management ◽  
Electricity Market ◽  
Information Needs ◽  
Private Investment ◽  
Electricity Industry ◽  
Management Information ◽  
Business Decision ◽  
Management Capability ◽  
National Electricity Market ◽  
The Impact

When governments open up opportunities for private investment in traditional public sector areas, it is increasingly clear that a useful range of performance management information needs to be available to both government and business. Government needs to know how it is performing, comparatively, within and beyond its own domain, for the development of public policy and productivity enhancement. Business needs to know, understand and monitor the industry environment in which investment is contemplated or has already taken place. Performance measurement and monitoring is especially important where governments wish to attract foreign direct investment (FDI) to their shores. Whether governments manage performance and information well or are still constrained by bureaucratic and political thinking is still at issue. Using the example of the contrived national electricity market in Australia, this article, through literature and document review, examines the likely value to government and business of performance information, now available in the public domain. First, the article considers some of the changes to the Australian electricity industry. Second, specific performance indicators relevant to the national electricity market are examined in terms of their utility for government and business decision-making. Third, the impact of the political environment on performance management information is explored. The article concludes that while some important quantitative performance management information is available in a rational sense, other more political, qualitative indicators also need to be taken into account.

Agile ascension

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Learning Strategies ◽  
Design Methodology ◽  
Reading Time ◽  
Core Competencies ◽  
Content Type ◽  
Agile Learning ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Agile learning strategies and agile core competencies are crucial to the success of organizations in the digital economy. These principles can be adopted by others to gain and maintain competitive advantage. 10; 10; Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals The Mutual Benchmarking Method for Smes’ Competitive Strategy Development

2013 ◽  
Vol 5 (2) ◽  
pp. 81-96
Author(s):  
Katarzyna Rostek
Keyword(s):  
Competitive Advantage ◽  
Competitive Strategy ◽  
Competitive Environment ◽  
Strategy Development ◽  
Collaborative Network ◽  
Sustainable Competitive Advantage ◽  
Group Members

Abstract Competitive advantage is a relative feature, evaluated in respect of other competing enterprises. The gaining of sustainable competitive advantage is conditioned by knowledge of own performance and the results of the competitive environment. SMEs have limited opportunities to obtain such information on their own. The method of mutual benchmarking changes this situation by introducing the collaborative network. The aim of the cooperation is to support each of the group members to achieve sustainable competitive advantage, which is the result of a conscious strategy, and not only a matter of chance. This cooperation is based on the collecting and processing of data and sharing information through a common IT platform: for example, a group of Polish SMEs was shown how to implement such a common IT solution and how to provide the information preparing within the proposed service. The whole is a complete proposal for effective support of creating a competitive strategy in SMEs.

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