2007
DOI: 10.1002/kpm.286
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How do core competencies discriminate? Identification of influencing similarities and differences

Abstract: 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 re… Show more

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Cited by 9 publications
(10 citation statements)
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“…The organisation's structure not only simplifies daily routines, but it also prepares for a forthcoming firm expansion (Nelson & Winter, 1982;Winter, 2003). The notion of supporting structure being beneficial to firm development is also in line with previous empirical studies on core competence in large companies (Ljungquist, 2006(Ljungquist, , 2008.…”
Section: Discussionsupporting
confidence: 79%
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“…The organisation's structure not only simplifies daily routines, but it also prepares for a forthcoming firm expansion (Nelson & Winter, 1982;Winter, 2003). The notion of supporting structure being beneficial to firm development is also in line with previous empirical studies on core competence in large companies (Ljungquist, 2006(Ljungquist, , 2008.…”
Section: Discussionsupporting
confidence: 79%
“…Furthermore, we acknowledge the importance of internal structure (Nelson and Winter, 1982;Winter, 2003), which is found in internal routines, systems, and explicit visions and plans for a firm. Previous empirical research in large companies shows how internal structures support development and the transformation of core competencies (Ljungquist, 2006(Ljungquist, , 2008.…”
Section: Core Competence Conceptmentioning
confidence: 99%
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“…Grant Capabilities are the abilities associated with a set of resources, which enable to execute specific tasks or activities U. Ljungquist Capabilities are the processes (sets of activities) of mutual interaction of resources (tangible and intangible), which are characteristic (unique) for a company S. Sharma, H. Vredenburg Capabilities are the coordinating mechanisms, which enable the most efficient and competitive use of tangible and intangible resources of a company Source: Based on: (Grant, 1991;Day, 1994;Sharma and Vredenburg, 1998;Brush et al, 2001;Ljungquist, 2007;Daugherty et al, 2009).…”
Section: Firm Capabilities Their Nature and The Most Significant Crmentioning
confidence: 99%
“…Core competence, probably among the most important sources of company competitive advantage, is often claimed to be a stepping‐stone to future success (Prahalad and Hamel, ; Markides and Williamson, ). Although the concept has been on the agendas of scholars, consultants, and managers for over 20 years, detailed knowledge of it is still limited, as has been recognized by various scholars (Javidan, ; Bogner et al ., ; Wang et al ., ; Collis and Montgomery, ; Ljungquist, ).…”
Section: Introductionmentioning
confidence: 99%