scholarly journals Managing Core Competence of the Organization

2005 ◽  
Vol 30 (4) ◽  
pp. 49-64 ◽  
Author(s):  
Shirish C Srivastava
Keyword(s):  
Competitive Advantage ◽  
Core Competence ◽  
Core Competencies ◽  
Theoretical Concept ◽  
Sustainable Competitive Advantage ◽  
The Past ◽  
Future Strategy ◽  
The Subject ◽  
Competence Framework ◽  
Sustained Success

Past studies on ‘core competence’ have deliberated either on the theoretical concept of core competence or its usefulness as a strategic tool for firms. In spite of a large number of papers on the subject, to the author's knowledge, there has been no study which spells out an actionable framework for leveraging the concept of core competence in creating competitive advantage for organizations. This perceptible gap in strategy literature is the prime motivation for this study. In this paper, the author views core competence as a ‘dynamic learned resource’ which is subject to continuous metamorphosis with changes in internal and external environment. The proposed ‘critical competence’ framework integrates the various studies on core competence and puts forth an all-encompassing practicable methodology to be utilized by firms for sustained success. Critical competence is the ability of a firm to successfully identify, nurture, develop, upgrade, and deploy its hierarchy of competencies to attain sustainable competitive advantage. In the process of proposing and explaining the framework for critical competence, this paper makes four major contributions: First, it provides a consolidated and comprehensive literature review on the subject of core competence which can be used by academics for future studies on the subject. Second, the proposed framework for critical competence shows that the possession of meta/core competencies will in itself not result in competitive advantage; rather, it is important to understand how these competencies are utilized for adding value to the firm. Third, the proposed critical competence framework serves as a tool for analysing the past success/failure and also serves as a guide for charting out the future strategy of firms. Fourth, through the example of Indian Railways, the paper illustrates the ‘descriptive capability’ of the proposed critical competence framework. The proposed framework helps us conclude that competencies in an organization need to be continuously nurtured, developed, and also abandoned. Critical competence emerges as a universal competence which is at the highest level in the hierarchy of competencies and is a prerequisite for attaining sustainable competitive advantage.

scholarly journals Creating better humans towards sustainable competitive advantage for small and medium-sized accounting firms in Malaysia

2018 ◽  
Vol 56 ◽  
pp. 04006
Author(s):  
Louis Lim Vui Han ◽  
Vijayesvaran Arumugam ◽  
Lawrence Arokiasamy
Keyword(s):  
Competitive Advantage ◽  
Core Competencies ◽  
Superior Performance ◽  
Sustainable Competitive Advantage ◽  
Contributing Factors ◽  
Accounting Firms ◽  
Accounting Scandals ◽  
The World ◽  
Long Term Impact ◽  
Almost All

This study will be a bit different than others in the sense that it pierces directly into the human hearts. The world current economy is full of mysterious and uncertainty. There are plenty of different perspectives, but who can guarantee that they are right? The root of the problems of all issues generally come from the human heart or action. If we able to deal with human issues, it sorts out almost all the problems. The purpose of this study is to determine the contributing factors towards the sustainable competitive advantage (SCA) of small and medium-sized accounting firms (SMPs) in Malaysia. It aims to have a long-term impact on the prospects for the practitioners and the accounting professions. It becomes an attention to the world when numerous accounting scandals being published, and they jeopardized the accounting professions’ reputations. There are a few undisclosed cases especially it dealt with compliance, corporate tax, GST, money laundering and other issues, not only in Malaysia but in other countries as well. As such, the study focuses on creating better humans. Key findings from the literature highlighted the deficiencies in the core competencies of the firms. They are related to human capital and most of the researchers pinpointed the importance of knowledge, skills, capabilities in which it links to competencies in the corporate environment. The resource-based view of the firm is a common theory used by researchers as a mean of explaining competitive advantage and superior performance amongst the firms. And most of them stress the necessity to meet customer needs and expectation to create a sustainable competitive advantage.

scholarly journals The Influence of Core Technology Capability of High-Tech Industry on Sustainable Competitive Advantage

2021 ◽  
Vol 2021 ◽  
pp. 1-10
Author(s):  
Xi Liu ◽  
Shuai Yang
Keyword(s):  
Competitive Advantage ◽  
Organizational Innovation ◽  
Core Competencies ◽  
Theoretical Research ◽  
High Tech ◽  
Sustainable Competitive Advantage ◽  
Technological Capabilities ◽  
High Tech Industry ◽  
The Core ◽  
The Impact

In order to explore how the core technological capabilities of the high-tech industry affect the sustainable competitive advantage of an enterprise, by consulting a large number of literature studies on sustainable competition, the characteristics of high-tech enterprises were summarized through analysis and sorting and a sustainable competition model was proposed based on market, management, marketing, strategy, and organizational innovation. Through factor analysis, correlation analysis, and structural equations of 266 survey data of related companies, the effectiveness of the model based on the impact of core capabilities of high-tech companies on sustainable competitive advantage was confirmed. The results show that the core competencies of high-tech enterprises’ market recognition, strategic planning, management and operation, full-person marketing, and dynamic marketing directly affect the company’s sustainable competitive advantage. The most important influence on a company’s sustainable competitive advantage is market awareness, and the organizational innovation of the company can also influence the sustainable competitive advantage indirectly, while dynamic marketing can increase the other four capabilities to improve the sustainable competitive advantage of the enterprise. The theoretical model is established to identify the core technological capabilities of high-tech enterprises that can help enterprises effectively identify the core technological capabilities that can form a sustainable competitive advantage and then provide ideas for enterprises to build theoretical research on core technological capabilities.

Patterns of Competition: A Study of Local Restaurants

1990 ◽  
Vol 8 (1) ◽  
pp. 27-33 ◽  
Author(s):  
Susan Auty ◽  
Geoff Easton
Keyword(s):  
Competitive Advantage ◽  
Marketing Strategy ◽  
Sustainable Competitive Advantage ◽  
Marketing Concept ◽  
Marketing Decision ◽  
The Subject ◽  
The Trinity ◽  
Current Popularity

Competitors come a very poor second to consumers as the focuses for studies carried out by marketing academics. Since the marketing concept is so much at the heart of what many academics think marketing is all about this should surprise no one. However, the emergence of the subject of marketing strategy with its concern over sustainable competitive advantage and the current popularity of competitiveness, however defined, as an adjunct or complement to marketing studies suggest that competitors and competition may be about to become a fashionable area for study. And not before time. The trinity of company, consumer and competitor, however stark as a framework, represents the minimum knowledge anyone would require before taking a major marketing decision.

Strategi Pengelolaan SDM dalam Peningkatan Kinerja Perusahaan Berkelanjutan di Era Industri 4.0

2020 ◽  
Vol 2 (1) ◽  
pp. 159-168
Author(s):  
Johan Oscar Ong ◽  
Masyhudzulhak Mahazan
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Human Resource ◽  
Technology Development ◽  
Core Competencies ◽  
Management Strategies ◽  
Sustainable Growth ◽  
Success Factor ◽  
Sustainable Competitive Advantage ◽  
Generation Z

The industrial growth and technology development need competent human resource in every business organization. The presence of millennial and Generation Z has increasingly dominated workforce presenting a new challenge for organizations to provide work climate that supports their development. It has been surveyed that millennial generation is tech savvy but less patient to stay in an organization. The ability to retain and develop millennial and generation Z is the organization's key success factor to continuously improve its business performance and sustainable growth. The new approach HR management strategies are needed to make sure achieving the business outcome (growth revenue, growth profit, lower cost). The Framework of Organizational Sustainability Model in era 4.0 is designed to map out the HR strategies in order to achieve a sustainable competitive advantage. The organizational key drivers would be the input for this model to support employee core competencies so as to give their outstanding performance and increase productivity. Having skills and experience are not enough for employees, they have to make a commitment and well motivated that is shaped by a strong organizational culture and climate. The current research has provided AMO (Ability, Motivation, Opportunity) model approach to support for the key theoretical propositions. The study is imperative for practitioners and organizations since it offers Human Resource Management strategies as a suggestions and guidelines to develop human capital for improving organizational performance and for gaining sustainable competitive advantage.

Sustainable Competitive Advantage With the Balanced Scorecard Approach

2019 ◽  
pp. 1415-1428
Author(s):  
Jorge Gomes ◽  
Mário José Batista Romão
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
External Factors ◽  
Sustainable Competitive Advantage ◽  
The Balanced Scorecard ◽  
Fundamental Goal ◽  
The Subject ◽  
Internal Sources

Why are some firms more successful than others? This question has been intensely debated by strategic management researchers over the last 30 years. Competitive advantage is recognized as being the major cause for explaining top organizational performance and is a fundamental goal of academic strategic management studies. Recently, there has been an increasing amount of empirical research on the subject of competitive advantage and about distinguishing competitive advantage from organizational performance. The relevance of competitive advantage is not simply determined by external factors, but also by those internal sources that have been considered critical for successful organizations.

A Dynamic Ability-Based View of the Organization

2011 ◽  
Vol 7 (2) ◽  
pp. 86-101 ◽  
Author(s):  
Farley Simon Nobre ◽  
David S. Walker
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Dynamic Behavior ◽  
Dynamic Capabilities ◽  
Core Competencies ◽  
Sustainable Competitive Advantage ◽  
Collective Knowledge ◽  
The Core ◽  
Core Ability ◽  
Micro Foundations

This paper investigates theoretical micro-foundations of core competencies in the organization that pursues sustainable competitive advantage. It advocates that there is a lack of literature perspectives which can explain the sources of core competencies of the firm. This research raises questions on: What are the main sources of creation and sustenance of core competencies? What are the abilities which nourish the development of operational and dynamic capabilities? What is the main source of collective knowledge in the organization? This work answers these questions by proposing a dynamic ability-based view of the organization which contributes to explaining the dynamic behavior of the firm in the pursuit of sustainable competitive advantage. Cognition is the core ability which supports individuals, groups, and organizations with intelligence, autonomy, learning, and knowledge management. These concepts form the set of organizational abilities in this research.

The essence of the competence concept: Adopting an organization's sustained competitive advantage viewpoint

2010 ◽  
Vol 16 (5) ◽  
pp. 677-699 ◽  
Author(s):  
Hai Ming Chen ◽  
Wen Yen Chang
Keyword(s):  
Competitive Advantage ◽  
Core Competence ◽  
Organizational Context ◽  
Shared Values ◽  
Mutual Trust ◽  
Job Fit ◽  
Fuzzy Concept ◽  
Sustained Competitive Advantage ◽  
Competence Framework ◽  
Person Organization Fit

AbstractPrevious scholars considered competence a ‘fuzzy concept’ and addressed confusions such as ‘competency vs. competence’ and ‘competence vs. core competence’. However, the issue ‘What is the essence of employee competence?’ remains unclear. By inference, the essence of competence is addressed in adoption of an organization's sustained competitive advantage viewpoint different from the traditional viewpoint of enhancing individual employability. This paper contends that employee competence is strategically driven by organizational core competence. Psychologically, employee competence and organizational core competence are similar and linked in terms of person–organization fit and person–job fit. A contextual competence framework is established enlightening the essence of employee competence and redefines competence as a ‘temporary asset’ rooted in the interactively organizational context. Contextual variables including shared values, mutual trust and mutual investment bolster the alignment between employee competence and organizational core competence and develop employee competence as firm-specific, thus becoming a source for sustained organizational competitive advantage.

scholarly journals Real-time Visibility, Operational Insights and Actions with SAP Operational Process Intelligence, powered by HANA

2021 ◽  
Author(s):  
Harsh Jegadeesan
Keyword(s):  
Big Data ◽  
Competitive Advantage ◽  
Real Time ◽  
Sustainable Competitive Advantage ◽  
Business Outcomes ◽  
Operational Process ◽  
The Past ◽  
Business Operations ◽  
Operational Intelligence ◽  
Operational Data

Abstract Over the past decade, business operations in organizations are increasingly generating vast amounts of data. This steep increase in operational data – often known as big data – is a result of organizations capturing data at more fine-granular levels in business operations. Leveraging operational big data to improve business operations can create a sustainable competitive advantage to organizations. In this paper, we argue that operational big data is ”dead data” unless it is contextualized and made actionable for line-of-business users. Moreover, we explain how organizations can use SAP Operational Process Intelligence and the power of HANA to first, contextualize operational big data for real-time operational intelligence, second, provide line-of-business users visibility into business operations and business situations as they evolve and third, propose appropriate actions to respond to these business situations and help them reach business outcomes.

scholarly journals Strategy beyond the business unit level: corporate parenting in focus

2019 ◽  
Vol 40 (3) ◽  
pp. 43-51 ◽  
Author(s):  
Timothy Galpin
Keyword(s):  
Competitive Advantage ◽  
Core Competence ◽  
Core Competencies ◽  
Core Competency ◽  
Theory And Practice ◽  
Resource Based View ◽  
Content Type ◽  
Diversified Firms ◽  
Corporate Parenting ◽  
Practice Literature

Purpose The gap between management theory and practice has been much criticized. To help bridge the divide, a synthesis of empirical, theoretical and practice literature is offered, along with an application of the widely used VRIO framework, to contend that developing a focused corporate parenting approach as a core competence serves as a source of competitive advantage for diversified companies. Design/methodology/approach A synthesis of empirical, theoretical and practice literature is presented, beginning with a discussion of why and how firms diversify; the relative performance of firms that pursue related and unrelated diversification; an application of the resource-based view, core competencies and the VRIO framework; a description of focused corporate parenting as a core competency; a prescription for how diversified firms can implement a focused corporate parenting approach; and implications for research. Findings Developing a focused corporate parenting approach as a core competence serves as a source of competitive advantage for diversified companies. Research limitations/implications The synthesis of empirical, theoretical and practice literature presented provides a foundation for future research into the impact of focused corporate parenting on diversified firm performance. Practical implications The paper includes a prescription for how diversified firms can implement a focused corporate parenting approach. Originality/value The application of the resource-based view and core competency theories to corporate parenting provides managers with the rationale for and methodology to focus their corporate parenting activities.

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