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 The Nature Of Firm’s Internal Environment Capabilities And Competencies Dynamics Evaluation: Feasible Strategy Crafting Imperatives

2020 ◽  
Vol 02 (10) ◽  
pp. 33-44
Author(s):  
John E. Chikwe ◽  
◽  
Chris Sam Biriowu ◽  
Keyword(s):  
Competitive Advantage ◽  
Core Competencies ◽  
Internal Environment ◽  
Human Beings ◽  
Strategic Decisions ◽  
External Resources ◽  
Sustainability Criteria ◽  
Self Confidence ◽  
Organizational Competencies ◽  
Critical Resource

The study strategically evaluated the nature of firm’s internal environment capabilities and competencies dynamics that will ensure feasible strategy crafting. The understanding and analysis of the challenges posed in the internal environment helps strategists to make strategic decisions relating to the resources, capabilities and core competencies since they are non routine. In order to facilitate the development and effective usage of core competencies, managers/strategists are advised to have courage, self-confidence, integrity, the capacity to deal with uncertainty and complexity, and a willingness to hold people accountable for their work, as well as their being accountable themselves. This should be necessitated because the competitive advantage and firm’s performance are often strongly related to the resources firms hold and how they are managed. This is found to be so, since human beings are strategic critical resource that produces innovation, develops policies and strategies, and firm’s competitive advantage enhancement. The study further explored some related perspectives of valuable capabilities, personnel and organizational competencies, resources tangibility and intangibility, as well as competitive advantage sustainability criteria that will guide feasible strategy crafting. The study recommends amongst others, that organization managers should as a matter of necessity, monitor and evaluate the internal environment capabilities and competencies in order to have fit with that of external resources dynamics to enhance feasible strategy crafting.

scholarly journals A Study of Technological Innovation in New Zealand

2021 ◽  
Author(s):  
◽  
Peter Harry Winsley
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Technological Innovation ◽  
Necessary Conditions ◽  
New Technology ◽  
Core Competencies ◽  
Social Processes ◽  
Learning Processes ◽  
Learning Abilities ◽  
Technological Learning

<p>This thesis addresses the research problem of "what are the key underpinning assets or drivers of technological innovation, and how can they be harnessed to create competitive advantage?" Technological change is an evolutionary process. Research and technological innovation creates knowledge and technology that is irreversible in the sense that inventions can be superseded but not "uninvented". Technological innovation creates knowledge and technology that is cumulative because it lays a platform for further knowledge creation, or sets in place another rung in an ascending ladder of new performance characteristics or properties which are demonstrably superior to their antecedents. In turn, the asset specificity and irreversibility of technology and its cumulativeness create barriers to competitive entry. This allows a firm to earn the premiums that create market power and allow further innovation to be financed. The model of technological innovation advanced in this thesis has at its core the strategic governance framework of a firm, within which the dynamics of significant new technology, human capital and social processes are catalysed and made productive by differentiated technological learning processes. No one type of technological learning applies universally, but rather learning is differentiated by variables such as firm size and structure, the past experience and core competencies of the firm, its human capital stocks, social processes, interactions with the external environment, and a host of market, institutional and technological factors. It is argued that the dynamics of significant new technology, human capital and social processes are fundamental and necessary conditions of technological innovation. Technological learning processes underly and provide a connecting thread that integrates these necessary conditions into a model of technological innovation that can be applied by managers to create and sustain competitive advantage. Technological learning both shapes and is shaped by the human capital stocks and social processes of a firm. Learning processes give rise to significant new technology, and the dynamics of that technology in turn helps catalyse and gives rise to further learning. The rate and direction of learning and of technological innovation is also driven by the firm's interaction with external sources of ideas and technology. To create competitive advantage through technological innovation business managers must address a firm's strategy, human capital-related assets, social processes and technological learning abilities. Policy managers must ensure that the public technostructure is in place to foster human capital creation within an economy and to facilitate access to new ideas and sources of stimulus.</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 Hubungan antara Knowledge-Technology-Innovation (KTI), Commitment, Competence, Leadership, Government Policy, Human Capital, dan Competitive Advantage

2014 ◽  
Vol 5 (1) ◽  
pp. 382
Author(s):  
Darjat Sudrajat
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Government Policy ◽  
Direct Relationship ◽  
New Technologies ◽  
Technology Innovation ◽  
Core Competencies ◽  
Organizational Level ◽  
Literature Study ◽  
Competitive Situation

In current tight competitive situation, companies always try to create differentiation anytime to achieve better and sustainable performance. Rapid and unpredictable changes insist the companies should always be innovative, so that aspects of globalization, e-business, technology innovation, creativity, global competition, knowledge creation, diffusion of new technologies and knowledge revolution should be sources of performance and competitiveness improvement. Therefore, tomaintain core competencies and competitive advantage, the companies should develop continuous innovation, technologylearning, and knowledge management. Knowledge-Technology-Innovation (KTI) can be a driver for country’s development and growth. Japan, South Korea, and Singapore are the countries that have limited natural and human resources, but able to achieve sustainable economic development. KTI is not only to be practiced at individual and organizational level, but also can be implemented at the community, national, or state level. KTI, therefore, can encourage expected competitive advantage creation and become a decisive factor for a country to achieve stable and sustainable economic growth. This research intends to analyze relationships of KTI, competitive advantage, commitment, leadership, human capital, government policy,and competence. This research used correlational method and literature study approach. The result of this research is a relationship model of each of these aspects that can be used as a framework for further research. The relationships model isas follows: Leadership, competence, and human capital (as independent variables) have direct relationship (influence) oncompetitive advantage (dependent variable) or indirectly (through KTI as an intervening variable); KTI has direct relationship (effect) on competitive advantage; Government policy and commitment are moderator variables for relationshipof KTI and competitive advantage.

scholarly journals A Study of Technological Innovation in New Zealand

2021 ◽  
Author(s):  
◽  
Peter Harry Winsley
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Technological Innovation ◽  
Necessary Conditions ◽  
New Technology ◽  
Core Competencies ◽  
Social Processes ◽  
Learning Processes ◽  
Learning Abilities ◽  
Technological Learning

<p>This thesis addresses the research problem of "what are the key underpinning assets or drivers of technological innovation, and how can they be harnessed to create competitive advantage?" Technological change is an evolutionary process. Research and technological innovation creates knowledge and technology that is irreversible in the sense that inventions can be superseded but not "uninvented". Technological innovation creates knowledge and technology that is cumulative because it lays a platform for further knowledge creation, or sets in place another rung in an ascending ladder of new performance characteristics or properties which are demonstrably superior to their antecedents. In turn, the asset specificity and irreversibility of technology and its cumulativeness create barriers to competitive entry. This allows a firm to earn the premiums that create market power and allow further innovation to be financed. The model of technological innovation advanced in this thesis has at its core the strategic governance framework of a firm, within which the dynamics of significant new technology, human capital and social processes are catalysed and made productive by differentiated technological learning processes. No one type of technological learning applies universally, but rather learning is differentiated by variables such as firm size and structure, the past experience and core competencies of the firm, its human capital stocks, social processes, interactions with the external environment, and a host of market, institutional and technological factors. It is argued that the dynamics of significant new technology, human capital and social processes are fundamental and necessary conditions of technological innovation. Technological learning processes underly and provide a connecting thread that integrates these necessary conditions into a model of technological innovation that can be applied by managers to create and sustain competitive advantage. Technological learning both shapes and is shaped by the human capital stocks and social processes of a firm. Learning processes give rise to significant new technology, and the dynamics of that technology in turn helps catalyse and gives rise to further learning. The rate and direction of learning and of technological innovation is also driven by the firm's interaction with external sources of ideas and technology. To create competitive advantage through technological innovation business managers must address a firm's strategy, human capital-related assets, social processes and technological learning abilities. Policy managers must ensure that the public technostructure is in place to foster human capital creation within an economy and to facilitate access to new ideas and sources of stimulus.</p>

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.

PENGELOLAAN MODAL MANUSIA DALAM KAITANNYA DENGAN MANAJEMEN KINERJA

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Amanda Setiorini,MM.
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Performance Management ◽  
Human Resource ◽  
Business Environment ◽  
Business Organization

Globalization changes the business environment, which demands change from every business organization involved, to succeed in the new environment. For that purpose, human resource management needs to be directed to the development of human capital, which assumes employees as assets, not costs, for the company. The implication is that management needs to recognize each of its employees in order to maximize their potential and manage it to be a competitive advantage. This is where performance management plays a very important role.

Resources for What? Understanding Performance in the Resource-Based View and Strategic Human Capital Resource Literatures

2021 ◽  
pp. 014920632110031
Author(s):  
Robert E. Ployhart
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Research Needs ◽  
Resource Based View ◽  
Strategic Human Capital ◽  
Specific Performance ◽  
Collective Performance ◽  
And Performance ◽  
Performance Behavior ◽  
Management Scholarship

Barney’s presentation of the resource-based view (RBV) profoundly shaped the trajectory of management scholarship. This article considers the RBV’s impact specifically on the field of strategic human capital resources. Although Barney is still highly relevant, I suggest that research has not sufficiently appreciated the role that individual and collective performance behavior and outcomes play in linking human capital resources to competitive advantage. An alternative, what might be called RBV2.0, posits that research needs to recognize that human capital resources are distinct from performance behavior and outcomes. Such an observation raises the question, “Resources for what?” Answering this question leads to several important insights. First, a given type of human capital resource is only important to the extent it is related to performance behavior and outcomes that contribute to competitive advantage. Second, performance behavior is largely strategy-specific and thus firm-specific. Third, firm specificity is not a characteristic of human capital resources but rather a function of the proximity of the resource to firm-specific performance behavior and outcomes. Consequently, “Performance” is the answer to the question, “Resources for what?” This emphasis on understanding human capital resource-performance relationships adds considerable precision into the RBV, helps resolve puzzles in the strategic human capital literature relating to firm specificity and performance mobility, and promotes a deeper understanding hiding latent within Barney’s original view.

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