Achilles revisited: the impact of incompetencies on firm performance

Drago, William A.; Folker, Cathleen

doi:10.1108/01409179910781779

Cited by 6 publications

(7 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Drago and Folker (1999) criticize SWOT for different reasons. Their concern is that SWOT and similar planning tools place too much emphasis on exploiting strengths and developing competencies at the detriment of examining the link between incompetency and performance.…”

Section: Discussionmentioning

confidence: 99%

Exploring SWOT analysis – where are we now?

Helms

Nixon

2010

Journal of Strategy and Management

667

217

View full text Add to dashboard Cite

PurposeThe purpose of this study is to examine the use of the strategic management tool, Strengths‐Weaknesses‐Opportunities‐Threats or SWOT analysis, and to assess how the methodology has been used as well as changes to the methodology. The findings both for and against SWOT analysis should lead to a balanced view of the technique as well as yield ideas for needed theory building.Design/methodology/approachUsing the ABInform Global® database, academic peer‐reviewed articles were compiled indicating SWOT as one of the article's key index and search words.FindingsThe use of SWOT analysis continues to permeate the academic peer‐reviewed literature. Research supports SWOT analysis as a tool for planning purposes. Over the past decade, SWOT research has focused on analyzing organizations for recommended strategic actions. As a methodology for strategic positioning, SWOT analysis has been extended beyond companies to countries and industries and is used in virtually every published business case positioned for business student analysis. Additional use of SWOT is as teaching tools by consultants, trainers and educators. This paper provides a summary of the research studies and suggests paths for future research.Research limitations/implicationsThis paper is limited to analyzing reports found in a selection of academic peer‐reviewed business journals. However, research implications for applying SWOT analysis provides a broad spectrum of industry analysis in North America, Europe, and Asia. Additional limitations are the need to link SWOT analysis to other strategic tools and methodologies for further theory building, since past research continues to lack quantifiable findings on the success of the SWOT analysis.Practical implicationsA fresh view of new directions and implementations for SWOT analysis, as well as other strategic planning tools that can be combined with SWOT, provides guidance for practitioners and policy makers alike.Originality/valueThe article adds value to the existing literature as the first summary of SWOT research indicating its uses and limitations. Support of its usage and place in the strategic literature is validated. The SWOT methodology is pervasive, in large part, due to its simplicity. In addition, the use of SWOT as a proven developmental, results‐oriented strategic planning tool is also extended, although further research leading to theory building is warranted and recommended.

show abstract

Section: Discussionmentioning

confidence: 99%

Exploring SWOT analysis – where are we now?

Helms

Nixon

2010

Journal of Strategy and Management

667

217

View full text Add to dashboard Cite

show abstract

“…Competency models consider the development of competence not in terms of any set programme of learning: the issue is not whether the employee is trained but whether the employee can do what is required by the role, function, job, or profession. (Garavan & McGuire, 2001, p. 158) Competency models have been used to improve individuals' work performance (Blancero, Boroski, & Dyer, 1996;Brophy & Kiely, 2002;Drago & Folker, 1999), address training and development needs (Denton, 1995;Hayes, Rose-Quirie, & Allinson, 2000;Rausch, Sherman, & Washbush, 2002), plan staffing needs (Nordhaug, 1998), align human resource processes with the organizational business strategy (Hefferman & Flood, 2000), achieve competitive advantage (Barney, 1991;Lado & Wilson, 1994;Sandberg, 2000), and for career counseling (Anonymous, 2008).…”

Section: Using Competency Modelsmentioning

confidence: 99%

General Competencies for the HRD Scholar-Practitioner: Perspectives From Across the Profession

Kormanik

Lehner

Winnick

2009

Advances in Developing Human Resources

View full text Add to dashboard Cite

The term scholar-practitioner can be found in many fields, including human resource development (HRD).Although other disciplines have developed general competency models for scholar-practitioners, none has been formerly developed for the HRD scholar-practitioner. This article proposes a preliminary general competency model for HRD scholar-practitioners. The model is based on empirical data collected from a convenience sample of self-identified HRD scholars, scholar-practitioners, and practitioners. The discussion includes each group’s perceptions on the general competencies for HRD scholar-practitioners, noting similarities and differences.The article concludes with implications for research and practice.

show abstract

“…Drago and Folker (1999) criticise SWOT for different reasons. Their concern is that SWOT and similar planning tools place too much emphasis on exploiting strengths and developing competencies at the detriment of examining the link between incompetencies and performance.…”

Section: The Deficiencies Of Swotmentioning

confidence: 99%

“…Johnson and Scholes (2002) state that it summarises the key issues from the business environment and the strategic capability of an organisation that are most likely to impact on strategy development. Therefore, SWOT is concerned with identifying organisational internal strengths to take advantage of external opportunities and avoid threats, while addressing its weaknesses (Drago and Folker, 1999).…”

Section: Introductionmentioning

confidence: 99%

The “telescopic observations” framework: an attainable strategic tool

Panagiotou

Wijnen²

2005

Marketing Intelligence &Amp; Planning

View full text Add to dashboard Cite

PurposeProposes a radical alternative to SWOT analysis. Without rejecting the value of that venerable framework, it re‐focuses it in such a way as to enhance intelligence gathering and improve strategic marketing planning in practice.Design/methodology/approachAfter a thorough review of the relevant literature and a balanced critique of the SWOT framework, a composite “telescopic observations strategic framework” is built step‐by‐step by integrating available conceptual frameworks and models in new relationships.FindingsThe new framework is described, explained, and illustrated by a hypothetical application. It is noted that it has been applied in real‐world practice since its initial formulation in 1999 and throughout its subsequent continuous development.Practical implicationsThe authors believe that their framework can generate a more comprehensive output and a better focussed strategic direction than other available tools in the field, but do not claim it as a once‐only panacea. Users are enjoined to commit to a dynamic yet structured programme of continuous situational monitoring, organisational learning, and strategy reformulation, at regular intervals. Thereby, the new framework will double as a performance measurement and control instrument.Originality/valueThis paper offers an entirely original proposal for general and specific marketing strategy formulation to practising intelligence gatherers and planners and their academic advisors.

show abstract

Achilles revisited: the impact of incompetencies on firm performance

Cited by 6 publications

References 4 publications

Exploring SWOT analysis – where are we now?

Exploring SWOT analysis – where are we now?

General Competencies for the HRD Scholar-Practitioner: Perspectives From Across the Profession

The “telescopic observations” framework: an attainable strategic tool

Contact Info

Product

Resources

About