A competence‐based strategic management model factoring in key success factors and benchmarking

Abstract

PurposeTo establish a comprehensive model of strategic management emphasized on the interactions of the organization with its external and internal environments and also to further develop a strategy based on competitive advantage.Design/methodology/approachBy using key success factor and benchmarking methodologies as well as Multi‐Dimensional Space technique, the operational customer's needs fall into four strategic cells: “anchoring”, “narrowing”, “following‐up”, and “catching‐up”, which can be improved in accordance with strategic moves.FindingsThe empirical study examines Taipei International Airport (TPE) and undertakes a comparison with its six major competitors in Asia. It has been found that Singapore as well as Hong Kong international airports prevailed over other competitors in the overall performance and thus were selected as the benchmarking airports. While the TPE outperforms the benchmarking airports in the Core Functional Area, it lags well behind in the Support Area. It is therefore strongly suggested that the TPE should develop its ability to build up Key Success Factors as well as to benchmark efficiently and effectively if it is to secure competitive advantage over the benchmarking airports.Originality/valueThe quantitative and strategic management model we built could help organizational members to analyze corporation's current position, to reach more competitive strategies, and to evaluate/change strategies effectively.

En route to a theory of benchmarking

“…It is increasingly found to be essential to any serious organizational improvement process (Chen, 2005;Dawkins et al, 2007), where current states of affairs are deemed undesirable (by dint of inefficiency or ineffectiveness) until replaced by more desirable states of affairs, based on evidence or perhaps a belief that such states are at least partially attainable. The locus of benchmarking lies between the current and desirable states of affairs and contributes to the transformation processes that realise these improvements.…”

“…Out of 406 papers, 70 per cent were of a general research nature. These empirical studies included models or frameworks addressing the role and application of benchmarking as an organizational improvement mechanism (Chen, 2005;Dawkins et al, 2007;Alstete, 2008). A further 12 per cent reported case studies of the application of benchmarking techniques, but only 4 per cent of all publications were conceptual (Anand and Kodali, 2008).…”

Contingent Expatriate Training Strategies with Examples of Taiwan MNEs

“…From a long-term perspective, organizational environments comprise internal and external environments. Internal environments belong to organizational resource allocation patterns, whereas the position of organizations within a competitive market is considered in discussions of external environments [13]. The status of organiza-tional resource allocation and competitive advantages can change rapidly; therefore, strategies should be adjusted in consideration of various internal and external environments.…”

How and what to imitate? A sequential model for the imitation of competitive advantages

“…Some recent studies have examined strategic benchmarking as a way of identifying the current position of a company (Chen, 2005), or to imitate the technological innovations of leading competitors (Haines and Sharif, 2006). None of these studies have addressed the complexity of the imitation per se.…”