An integrated core competence evaluation framework for portfolio management in the oil industry

Abstract

is an experienced academic with over 25 years of teaching, research, educational management and technology transfer experience across disciplines in the UK and TNE. Before his most recent appointment as Professor and Head of Business & Management Division at the Dundee Business at Abertay Dundee, he served as the Professor at the Claude Littner Business School at the University of West London and professor and head of group at the York Management School, University of York UK. Prior to this he was Reader and the Founding Director for the Centre for Entrepreneurship at the University of Bradford. Khalid is a Fellow of National Council for Graduate Entrepreneurs (NCGE) UK supported by the UK Department of Trade and Industry (DTI) and a life member of the European Foundation for Entrepreneurship Research (EFER). He has completed an Executive Education Training programme at the Harvard Business School USA in 2006 and is also Certified Six Sigma Master Black Belt, and Certified Project Manager and EFQM European Assessor certified from Brussels. Khalid has been a Yorkshire Forward technology transfer champion for 7 years and was awarded Certificate of Merit from the House of Lord UK in recognition of his services for education and community. In 2012, he received the Chancellor Award for Excellence in Research.

Investigation of knowledge management and firm competitiveness: core competence as a mediator

“…This relationship indicates that people-based practices (P) are the most prominent core competencies of manufacturing and service organizations in Pakistan compared to technology (T) and organization (O) factors. The outcomes of people factors support studies done in the past, and those empirically suggested similar results (Hafeez & Essmail, 2007;Hafeez & AbdelMeguid, 2003). In the KBV, the findings of H3 are constant with Tan & Wong (2015) for KM factors to significantly enhance manufacturing performance and Andreeva & Kianto (2012) as they observed a strong influence of technology and people practices on firm competitiveness.…”

“…The finding suggests that the more manufacturing and service firms develop core competence, the more firm increases their competitiveness and lead performance of their unique and distinctive products and services. Previously, technology (T) and organization (O) factors remained a significant core competence of competitive advantages in many previous studies from different countries (Hafeez et al, 2010;Hafeez & Essmail, 2007). While in Pakistan, this result indicates that T and O are less contributing factors to competitiveness in larger sectors of Pakistan.…”

“…Firm competence offers a capacity to benchmark other organizations generating high profits, innovation, and competitive advantages (Brown et al, 2019;Hafeez et al, 2002). According to Hafeez et al (2019), the TOP competence should be flexible enough to meet the changing demands. In the notion of TOP-associated factors, technological capabilities are empirically revealed mostly as the prominent predictors of organizational performance (financial and non-financial) relative to the organization and people in many studies (Hafeez et al, 2010;Hafeez & Essmail, 2007;Hafeez et al, 2006).…”

“…According to Hafeez et al (2019), the TOP competence should be flexible enough to meet the changing demands. In the notion of TOP-associated factors, technological capabilities are empirically revealed mostly as the prominent predictors of organizational performance (financial and non-financial) relative to the organization and people in many studies (Hafeez et al, 2010;Hafeez & Essmail, 2007;Hafeez et al, 2006). Furthermore, in the wake of the knowledge economy, companies are retaining core knowledge infrastructure capabilities through developing an understanding of the management of technology (tangibles), culture, structure, and people (intangibles) practices for competitive performance outcomes (Nguyen et al, 2018;Andreeva & Kianto, 2012;Pérez-López & Alegre, 2012;Mills & Smith, 2011;Chen & Huang, 2009;Lee & Choi, 2003;Gold et al, 2001).…”

“…Continually, the high pressure of competition stressed companies to develop and identify unique and distinctive competencies and core competence (Mahdi et al, 2019). The factors like technology, organization, and people (TOP) have been identified as core competence and supported the influence on firm competitive advantages (Hafeez et al, 2019;Hafeez et al, 2010;Hafeez et al, 2006;Hafeez et al, 2002). In KM literature, enormous studies examined the role of TOP factors using terms like knowledge infrastructural capabilities or knowledge assets as an antecedent to KM processes to influence competitive performance (Kassou, 2019;Nguyen et al, 2018;Pérez-López & Alegre, 2012;Donate & Guadamillas, 2011;Lee & Choi, 2003).…”