Building a strategy on competences

Post, Henk

doi:10.1016/s0024-6301(97)00049-6

Cited by 44 publications

(29 citation statements)

References 8 publications

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“…The potential of core competencies to be the source of competitive advantage makes them highly regarded and scholars and consultants have acknowledged the concept's central importance by developing it in multiple directions: towards practitioners (Banerjee, 2003;Clark and Scott, 2000;Godbout, 2000;Petts, 1997;Post, 1997), theoretically (Bogner et al, 1999;Lei et al, 1996;Ljungquist, 2007;Unland and Kleiner, 1996), empirically (Ljungquist, 2008;Wang et al, 2004), and in different contexts (e.g. Walsh et al, 2005).…”

Section: Core Competencementioning

confidence: 99%

How do core competencies discriminate? Identification of influencing similarities and differences

Ljungquist

2007

Knowl Process Manag

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Core competencies are highly valued by managers since, among other things, they underpin competitive advantage. One stream of research in this area has focused on practical processes relating to the identification of single and multiple core competencies. Yet, identification is insufficient for sustaining core competence‐derived competitive advantage, since a core competence needs continuous development. Organizations typically possess multiple core competencies, which most likely have different origins and requirements of the developments. They typically underpin different markets and products; face different degree of dynamic conditions, and so on. Thus, it is our contention that core competencies accordingly ought to be managed separately.In this paper, we advance existing core competence research by identifying similarities and differences in influences on three core competencies. Three concepts were used to assess the similarities and differences in one case company; the latter to avoid empirical bias. The three concepts are competencies, capabilities, and resources: all commonly applied to core competence issues, such as identification.All three core competencies were heavy influenced by specific competence attributes: technological developments and customers adaptation, which are fundamental to the case‐company's success. This finding brings in a context‐dependency aspect to core competence management.The core competencies were also found to have differences in the less context‐dependent influences. The more complex the core competence, the more it is influenced by transfer and adaptation competencies, as well as by organizational capabilities. Resource influence clearly separates a service‐producing core competence, which is mainly influenced by organizational capabilities, from two goods‐producing core competencies which are not so influenced. The more complex of the goods‐producing core competencies is more strongly influenced by both tangible and intangible resources. Copyright © 2007 John Wiley & Sons, Ltd.

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Section: Core Competencementioning

confidence: 99%

How do core competencies discriminate? Identification of influencing similarities and differences

Ljungquist

2007

Knowl Process Manag

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“…Elementy te, określane jako "potencjał krytyczny", wpływają bezpośrednio na sukces organizacji [Godbout 2000, s. 77]. Ponadto strategia oparta na koncepcji kluczowych kompetencji odpowiada na pytanie: jaki wpływ na przewagę konkurencyjną mają specyfi czne zasoby i wyjątkowe atuty przedsiębiorstwa oraz w jakim zakresie elementy te stanowią podstawę tworzenia wartości dodanej [Post 1997].…”

Section: Koncepcja I Znaczenie Kluczowych Kompetencjiunclassified

Identyfikacja i ocena kluczowych kompetencji w przedsiębiorstwach przemysłowych - wyniki badań

Nowak

Wojtkowiak

2016

SOEP

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Streszczenie: Spośród wielu metod zarządzania strategicznego na szczególną uwagę zasługuje koncepcja kluczowych kompetencji, która stanowi doskonałe i nowoczesne narzędzie walki konkurencyjnej. Jej istota sprowadza się do przekonania, że zróż-nicowane ramy prowadzenia działalności gospodarczej wymuszają wykorzystanie różnych dróg osiągania wyznaczonych celów. Droga taka opisana jest przez zestaw wyjątkowych, rzadkich, i przede wszystkim zindywidualizowanych atutów, które wspólnie tworzą specyfi kę i naturę organizacji. Zadaniem, jakie pojawia się przed przedsiębiorstwem, jest zatem poszukiwanie tych cech i atrybutów, ich ocena i ewentualny rozwój. Należy jednak podkreślić, że identyfi kacja kluczowych kompetencji nie jest procesem łatwym, przedsiębiorstwa napotykają szereg trudności, zwłaszcza w procesie oceny ich wpływu na pozycję strategiczną.Biorąc pod uwagę znaczenie koncepcji kluczowych kompetencji w strategicznej działalności przedsiębiorstwa, za cel artykułu przyjęto identyfi kację i ocenę podstawowych atrybutów organizacji oraz przedstawienie ich w układzie kompleksowym i rodzajowym według kryterium wielkości. Podstawą ukazanych analiz były pogłębione badania ankietowe prowadzone w 2012 r. na grupie kilkuset podmiotów gospodarczych.Słowa kluczowe: atuty organizacji, rozwój, pozycja strategiczna, kluczowe kompetencje, strategia przedsiębiorstwa.Klasyfi kacja JEL: M11, L22.

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“…Among them is the classic definition by (Geertz, 1973) who defined a culture as a complex whole which includes "knowledge, belief, art, law, morals, customs, and any other capabilities and habits acquired by man as a member of society" (p.27). Historical definitions emphasize shared social heritage or tradition, and include Post's (1997) claim that, "culture consists of those patterns relative to behavior and the products of human action which may be inherited, that is, passed on from generation to generation independently of the biological genes" (p.734). Normative definitions focus on rules and ways of behaving.…”

Section: Definitions Of Culturementioning

confidence: 99%

“…For the purpose of this study the term cross-cultural competence was chosen as the most appropriate within the context of international management. In summary, there is extensive research across disciplines which investigate the question of how to prepare cross-culturally competent managers (Chen & Starosta, 1996;Hinckley & Perl, 1996;Post, 1997;Shanahan, 1996;Spitzberg & Cupach, 1989). From the numerous definitions of competence provided earlier, it could be concluded that competence can be described as knowledge, skills, abilities and attitudes required of a manager for a successful performance in a global environment.…”

Section: Cross-cultural Competencementioning

confidence: 99%

Discourse Analysis of Cross-Cultural Competencies in International Business Management

Osei-Bonsu

2016

ESJ

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A broad range of literature available discusses the activities to prepare managers for becoming cross-culturally competent. In keeping up with the increased emphasis of cultural competences in the international business management, the major question is, what kind of cross cultural competencies would make firm managers better to respond to the whole range of challenges that globalization offers?. Consequently, this paper has reviewed the concept of culture in the literature through discourse analysis and found that in the field of international business management, the concept of cross-cultural competence is still viewed as the skill or ability of providing effective cross-cultural interactions and the ability of the business to function effectively in different culture environment. Discourse analysis is a qualitative research approach that offers the potential to challenge our thinking about the reality of culture in any social settings.

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Building a strategy on competences

Cited by 44 publications

References 8 publications

How do core competencies discriminate? Identification of influencing similarities and differences

How do core competencies discriminate? Identification of influencing similarities and differences

Identyfikacja i ocena kluczowych kompetencji w przedsiębiorstwach przemysłowych - wyniki badań

Discourse Analysis of Cross-Cultural Competencies in International Business Management

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