Critical Success Factors and Core Competencies

2011 ◽  
pp. 364-368 ◽  
Author(s):  
Helena Santos Rodrigues ◽  
Pedro Figueroa Dorrego
Keyword(s):  
Competitive Advantage ◽  
Success Factors ◽  
Core Competencies ◽  
Virtual Organizations ◽  
Key Success Factors ◽  
Intangible Resources ◽  
Critical Success ◽  
Core Competences ◽  
Internal Core ◽  
Better Than

To effectively compete, the company needs to adjust their internal strengths to the environmental opportunities. Considering the “intangible” support of virtual organizations, it point out the importance of intangible resources. So, managers need to identify, combine, recombine, and manage their resources, competencies and capability to explore their potential and perform better than the competitors on the costumer needs, preferences, and desires satisfaction. So, the advantage of an organization consists in the identification of the internal: core competences, mainly based on knowledge assets and intellectual capital, that align with the key success factors of the market gives: competitive advantage, better performance and better market position.

Critical Success Factors of Innovation and Creativity for Global Entrepreneurs

2018 ◽  
pp. 75-91 ◽  
Author(s):  
Flevy Lasrado
Keyword(s):  
Best Practices ◽  
Competitive Advantage ◽  
Critical Success Factors ◽  
Success Factors ◽  
The Other ◽  
Keen Interest ◽  
Business Innovation ◽  
Critical Success ◽  
Essential Components

Innovation, is a subject of considerable interest for entrepreneurs. They share a keen interest in learning how to foster innovation and creativity in ways that help firms to create increasing amounts of wealth. Research on innovation and creativity has increased ever since they were considered to be the key to building a competitive advantage. In fact, it is a challenge for organizations to sustain innovation. In this chapter, we explore the factors that entrepreneurs should address to channel innovation in their organizations. Entrepreneurship, on the other hand, requires the funneling and implementation of creative ideas, leading to innovation. This chapter is particularly relevant to global managers seeking to identify inhibitors of creativity and business innovation and how to combat the roadblocks and create a sustainable innovation environment. The chapter discusses the three essential components that must be considered to spur innovation. We highlight the best practices associated with these factors through a case study of three organizations.

Comprehensive Impact of Mobile Technology on Business

2008 ◽  
pp. 2849-2864
Author(s):  
Somnath Vaghjiani ◽  
Kallol Teoh
Keyword(s):  
Competitive Advantage ◽  
Mobile Technology ◽  
Success Factors ◽  
Mobile Technologies ◽  
Key Success Factors ◽  
The Future ◽  
Industry Applications ◽  
The Many

In this chapter we explore the concept of enterprise, or organisational mobility. We examine how mobility in a business can provide a competitive advantage and enhanced sustainability. Potential industry applications for mobile technology are discussed. We delve further by exploring the growth areas of mobile technologies and outline key success factors for the stakeholders in the mobile technology arena. We assess the many opportunities mobile technology brings to various businesses. Furthermore the impacts of mobile technology on organisations and society are evaluated. We then conclude by outlining various competing mobile technologies available to the market both today and in the future.

Some Key Success Factors in Web-Based Corporate Training in Brazil

2010 ◽  
pp. 188-207
Author(s):  
Luiz Antonio Joia
Keyword(s):  
Goal Orientation ◽  
Success Factors ◽  
Corporate Training ◽  
Web Based ◽  
Critical Dimensions ◽  
Key Success Factors ◽  
Critical Success ◽  
Quantitative Data Analysis ◽  
Multiple Case

Brazilian companies are increasingly turning to web-based corporate training by virtue of the fact that they need to train their employees within tight budget constraints in a country of continental dimensions. However, most of these companies do not know what the critical success factors in these endeavors are. Therefore, this chapter seeks to investigate some key success factors associated with such digital enterprises. In order to achieve this, the multiple case study method is used, whereby two cases, both conducted within the same Brazilian company, leading to opposite outcomes – a success and a failure – are analyzed in depth. Accordingly, the two aforementioned cases are investigated by using quantitative data analysis based on bi- and multi-variate linear regressions, as well as t-tests. The conclusions were that “Goal Orientation”, “Source of Motivation”, and “Metacognitive Support” were the three critical dimensions in these two web-based corporate training programs under analysis.

Third Party Logistics

2011 ◽  
Vol 2 (4) ◽  
pp. 29-60 ◽  
Author(s):  
Omprakash K. Gupta ◽  
S. Samar Ali ◽  
Rameshwar Dubey
Keyword(s):  
Supply Chain ◽  
Success Factors ◽  
Third Party ◽  
Third Party Logistics ◽  
Growth Strategies ◽  
Chain Management ◽  
Key Success Factors ◽  
Critical Success ◽  
The World ◽  
Academic Professionals

Third party logistics (3PL) has been gaining importance in most places in the world. In India the implementation of 3PL practices has made its beginning and it is emerging as one of the fastest growing sectors. It is still a relatively new concept and not well understood among industry or academic professionals in India. This paper examines the Indian 3PL Supply Chain Management and practices with respect to the key success factors and growth strategies. After identifying the critical success factors SERVQUAL is applied to reveal the gap between their achievement and expectation. Respondents to the survey are categorized based on their rating of the key growth strategies on the basis of AHP.

Applying the AHP Model to Explore Key Success Factors for High-Tech Startups Entering International Markets

2019 ◽  
Vol 11 (1) ◽  
pp. 45-63
Author(s):  
Yi-Fen Chen ◽  
Chia-Wen Tsai ◽  
Hsiu-Jung Liu
Keyword(s):  
Questionnaire Survey ◽  
Success Factors ◽  
Core Competencies ◽  
International Markets ◽  
High Tech ◽  
Strategic Positioning ◽  
Analytic Hierarchy ◽  
Domestic Markets ◽  
Key Success Factors ◽  
The Hierarchical Structure

Compared to various other types of entrepreneurships, high-tech entrepreneurships are the most difficult to succeed in, but the rewards can be great. For startups, identifying customers and markets are as important as developing a product. Given the limited scale of domestic markets, if a high-tech startup wants to become a unicorn company, it goes without saying that entering international markets is necessary. This study considers high-tech startups as the research object. Through literature review, it first summarizes five major dimensions and 15 criteria. Then, it conducts the preliminary questionnaire survey on the effects of firm competencies and industry environment on internationally successful high-tech startups using expert questionnaires. The questionnaire survey was also used to establish the hierarchical structure and key success factors (KSF). Subsequently, the study conducted survey and statistical analysis of the questionnaire data using analytic hierarchy process (AHP). By assessing the dimensions and summarizing the key success factors, this study can serve as a useful reference for future startups. Existing startups can examine their own conditions and opportunities to reconsider their strategic positioning. Additionally, the findings of this study can support high-tech startups to enable them to concentrate on their core competencies in order to strengthen competitiveness and likelihood of success in international markets.

Knowledge creation and its place in the development of sustainable competitive advantage

2003 ◽  
Vol 7 (1) ◽  
pp. 20-31 ◽  
Author(s):  
Rob Sharkie
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Success Factors ◽  
Sustainable Competitive Advantage ◽  
Sufficient Knowledge ◽  
Strategic Direction ◽  
Important Requirement ◽  
Future Success ◽  
Management Function ◽  
Better Than

Organizations operate in all areas through people and it is their contribution which determines success and it is their skills and knowledge which need to be cultivated and then leveraged to create competitive advantage. Sustainability of this competitive advantage comes from the development of tightly coordinated and complementary activities and directed towards producing a strategy of differentiation and making a unique offering to customers. A consistency in strategic direction is essential and this will necessitate the exercise of choice to develop a unique strategy. The development of sustainable competitive advantage is a vital management function and an important requirement is the nurturing of a knowledge creating environment to enable the organization to exploit and develop resources better than rivals and create sufficient knowledge to address the industry’s future success factors.

scholarly journals Key success factors for social services organizations in Poland

Management ◽  
2015 ◽  
Vol 19 (2) ◽  
pp. 122-135
Author(s):  
Maria Kotas
Keyword(s):  
Social Services ◽  
Success Factors ◽  
Practical Knowledge ◽  
Theoretical Background ◽  
Organization Management ◽  
Social Service Organizations ◽  
Key Success Factors ◽  
Critical Success ◽  
Future Success ◽  
The Social

Summary The basic goal behind any action undertaken in an organization management is the will to achieve success. Key (or critical) success factors are the organization’s resources, competence and qualification that create its competitive advantage on a particular market at a given time, and are able to determine its possible future success. The aim of this article is the analysis of the discrepancies between the factual and perceived key success factors of the social service organizations. The results point to the management of social services organisations not possessing enough knowledge about the factors responsible for the success of the entities they manage. This signifies the need to equip the management of the social services organisations with a theoretical background and practical knowledge which will allow them to manage with the expected results.

scholarly journals Improved extension practices for sheep and beef farmers

2016 ◽  
Vol 16 ◽  
pp. 61-66
Author(s):  
D.I. Gray ◽  
A.M. Sewell ◽  
M. Hartnett ◽  
B.A. Wood ◽  
P.D. Kemp ◽  
...  
Keyword(s):  
New Zealand ◽  
Competitive Advantage ◽  
Community Of Practice ◽  
Success Factors ◽  
Discussion Groups ◽  
Practice Change ◽  
Critical Factors ◽  
Critical Success ◽  
Interdisciplinary Study ◽  
Innovation Community

Innovation is critical for maintaining New Zealand's competitive advantage in agriculture and central to this is farmer learning and practice change. Despite the importance of farmer learning, limited research has been undertaken in New Zealand. In this study, an extension programme was developed based upon educational theory and research and then evaluated over a 3 years to identify the factors that were important for farmer learning and practice change. This paper provides a brief overview of findings of a 3 year interdisciplinary study conducted at Massey University with 23 farmers that investigated the critical factors that support farmers' learning. The five critical success factors and the seven educational principles identified from this study provide guidelines for how science should interact with farmers to foster effective innovation. These findings are also applicable to other extension approaches such discussion groups, monitor farms and sustainable farming fund initiatives where farmers work with scientists and/or rural professionals. Keywords: farmer learning, extension, practice change, herb pastures, innovation, community of practice

scholarly journals Campo religioso português. Análise externa e interna

2018 ◽  
Vol 78 (309) ◽  
pp. 236 ◽  
Author(s):  
José Pereira Coutinho
Keyword(s):  
Catholic Church ◽  
Critical Success Factors ◽  
Success Factors ◽  
Swot Analysis ◽  
Critical Success ◽  
Core Competences ◽  
External Analysis ◽  
Contextual Environment ◽  
The Catholic Church

Este artigo tem como objectivo analisar o campo religioso português, focando-se na Igreja Católica e aplicando a análise externa e a análise interna, segundo o método empresarial da análise SWOT. A análise externa examina a envolvente contextual, a envolvente transaccional, ameaças e oportunidades, a atractividade e a estrutura. A análise interna examina recursos e sua evolução, produtos/serviços disponibilizados, assim como pontos fracos e pontos fortes. Por fim, questionase o sucesso da Igreja Católica com base nos conceitos de estratégia, factores críticos de sucesso e competências centrais, concluindo-se pela multiplicidade de realidades dentro da Igreja Católica, devido à variedade de competências centrais de cada entidade eclesial.Abstract: This article aims to analyse the Portuguese religious field, focusing on the Catholic Church and applying external analysis and internal analysis, according to the business method of SWOT analysis. External analysis examines the contextual environment, the transactional environment, threats and opportunities, attractiveness, and structure. The internal analysis examines resources and their evolution, products/services available, as well as weaknesses and strengths. Finally, the success of the Catholic Church is questioned based on the concepts of strategy, critical success factors and core competences, concluding by the multiplicity of realities within the Catholic Church, due to the variety of central competences of each ecclesial entity.Keywords: Religious field; Portugal; External analysis; Internal analysis; Catholic Church.

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