Intel Corp Case Study
INTRODUCTION
Competencies refer to the fundamental knowledge owned by the firm, and to be distinctive they are not confined to functional domains but cut across the firm and its organizational boundaries (, 2002). The notion of distinctive competencies, first discussed by (1957) and (1965), was further reiterated by and (1990). In their analysis, key resources, skills and technologies are called core competencies. The following takes the Integrated Electronics (Intel) case and analyses the giant digital company’s core competencies by way of the three epochs that it has gone through since 1968.
EPOCH I This first era that Intel has gone through, specifically between the years 1968 and 1985, has displayed the company’s corporate values which have become the firm’s foundation for the success that it will witness in the succeeding years to come. The development of their products to impact their core competencies involved an approach to management which was structured, disciplined and controlled. They have a corporate culture that fosters constructive debate, in where rewards are associated with high performance, and which allows for the recruitment process to be focused on hiring people suited to their culture. As for the strategic fit, or how well Intel’s mission and strategies fit its internal capabilities and its external environment, the company has taken pains to make sure that their aims are clear, specifically, this is to make memory chips which did not compete directly with Fairchild Semiconductors and other companies in the same field because they were complex. Their strategies, therefore, are moulded on the ground work that they are a firm of less-complex products, which partially contributed to the informality of their planning system. Additionally, their technical excellence is linked to goals which were laid out by the management, providing a fit and a marriage of their mission and strategies to their internal capabilities and external
Competencies refer to the fundamental knowledge owned by the firm, and to be distinctive they are not confined to functional domains but cut across the firm and its organizational boundaries (, 2002). The notion of distinctive competencies, first discussed by (1957) and (1965), was further reiterated by and (1990). In their analysis, key resources, skills and technologies are called core competencies. The following takes the Integrated Electronics (Intel) case and analyses the giant digital company’s core competencies by way of the three epochs that it has gone through since 1968.
EPOCH I This first era that Intel has gone through, specifically between the years 1968 and 1985, has displayed the company’s corporate values which have become the firm’s foundation for the success that it will witness in the succeeding years to come. The development of their products to impact their core competencies involved an approach to management which was structured, disciplined and controlled. They have a corporate culture that fosters constructive debate, in where rewards are associated with high performance, and which allows for the recruitment process to be focused on hiring people suited to their culture. As for the strategic fit, or how well Intel’s mission and strategies fit its internal capabilities and its external environment, the company has taken pains to make sure that their aims are clear, specifically, this is to make memory chips which did not compete directly with Fairchild Semiconductors and other companies in the same field because they were complex. Their strategies, therefore, are moulded on the ground work that they are a firm of less-complex products, which partially contributed to the informality of their planning system. Additionally, their technical excellence is linked to goals which were laid out by the management, providing a fit and a marriage of their mission and strategies to their internal capabilities and external