Core Competence for Sustainablecompetitive Advantage: a Structured Methodology for Identifying Core Competence
Core Competence for SustainableCompetitive Advantage:A Structured Methodology for Identifying Core Competence
Khalid Hafeez,YanBing Zhang,Naila Malak IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT,VOL.49,NO.1,FEBRUARY 2002 Speaker: Pei-Yung Zhong
2002/08/14 1
Outline
• Introduction • New Waves of Strategic Management • Capability is Formed by the Integration of Resources • Firm Competencies are Special Capabilities • Core Competencies are Flexible • Core Competence Identification:A Case Study • Discussion
2002/08/14 2
Introduction
• What is “core competence”? • A conceptual framework is presented showing relationships between assets,capabilities,competencies and core competencies. • Use this framework to evaluate the competencies and core competencies of U.K. manufacturing company.
2002/08/14 3
New Waves of Strategic Management
Comparison of the Contemporary Strategic Management Approaches
Resource-based view (1980s) Concept of a firm A bundle of resources and capabilities comprising: •Tangible assets •Intangible assets •Capabilities Activities Competence-based perspective (1990s) An open system of asset stocks and flows comprising: •Tangible assets •Intangible assets •Capabilities Managerial process Dynamic capabilities approach (1990s) A system formed by processes,routines,and resources comprising: •Tangible assets •Intangible assets •Capabilities Organizational/Managerial processes Deploying and exploiting capabilities embedded in processes,and continual reshaping of the portfolio of assets •Valuable •Rare •Inimitable •Non-substitutable Development and integration of intangible assets and capabilities Internal and external
Competitive strategy
Controlling and exploting strategic resources manifested in assets or capabilities
Deploying,protecting and developing competencies resulted from the integration of assets and capabilities •Valuable •Rare •Inimitable •Non-substitutable Robust(for new market) Development and integration of intangible assets and
Khalid Hafeez,YanBing Zhang,Naila Malak IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT,VOL.49,NO.1,FEBRUARY 2002 Speaker: Pei-Yung Zhong
2002/08/14 1
Outline
• Introduction • New Waves of Strategic Management • Capability is Formed by the Integration of Resources • Firm Competencies are Special Capabilities • Core Competencies are Flexible • Core Competence Identification:A Case Study • Discussion
2002/08/14 2
Introduction
• What is “core competence”? • A conceptual framework is presented showing relationships between assets,capabilities,competencies and core competencies. • Use this framework to evaluate the competencies and core competencies of U.K. manufacturing company.
2002/08/14 3
New Waves of Strategic Management
Comparison of the Contemporary Strategic Management Approaches
Resource-based view (1980s) Concept of a firm A bundle of resources and capabilities comprising: •Tangible assets •Intangible assets •Capabilities Activities Competence-based perspective (1990s) An open system of asset stocks and flows comprising: •Tangible assets •Intangible assets •Capabilities Managerial process Dynamic capabilities approach (1990s) A system formed by processes,routines,and resources comprising: •Tangible assets •Intangible assets •Capabilities Organizational/Managerial processes Deploying and exploiting capabilities embedded in processes,and continual reshaping of the portfolio of assets •Valuable •Rare •Inimitable •Non-substitutable Development and integration of intangible assets and capabilities Internal and external
Competitive strategy
Controlling and exploting strategic resources manifested in assets or capabilities
Deploying,protecting and developing competencies resulted from the integration of assets and capabilities •Valuable •Rare •Inimitable •Non-substitutable Robust(for new market) Development and integration of intangible assets and