Skill-Based Competition

Klein, Jeremy A.; Edge, Gordon; Kass, Tom

doi:10.1177/030630709101600401

Cited by 69 publications

(25 citation statements)

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“…The effectiveness with which organizational activities are achieved through HRCs is both a measure of the firm's ability to link its human resources to its strategic objectives and a behavioural manifestation of expertise. This view that expertise is manifest in behaviour is consistent with that advanced by Klein et al (1991) on the formation of skills which become a basis for competition. These authors argue that as employees' skills are applied to particular tasks, products and projects they become 'dedicated skills'.…”

Section: A Resource-capability Model Of S H R Msupporting

confidence: 84%

Strategic Human Resource Management Within a Resource‐capability View of the Firm*

Kamoche

1996

J Management Studies

229

124

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This paper takes a critical look at the field of strategic human resource management and in particular the debate about the strategic value of the human resource. We identify the contribution as well as the problematic nature of the situational-contingency perspective. Drawing from the strategic management literature and the concept of resource heterogeneity, we then posit a resource-capability view of the firm and argue that the mutually reinforcing interaction between the stock of knowledge, skills and expertise (resources) and the organizational routines and human resource policies and practices (capabilities) generates human resource competencies whose strategic value is realizable to the extent that they are linked with core competencies. We. thus offer a reconceptualization of human resource competencies which goes beyond existing trait, behavioural and systems approaches. Finally, we identify the circumstances surrounding the generation and distribution of rents arising from the utilization of human resource competencies by drawing from transaction cost theory and industrial relations.

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Section: A Resource-capability Model Of S H R Msupporting

confidence: 84%

Strategic Human Resource Management Within a Resource‐capability View of the Firm*

Kamoche

1996

J Management Studies

229

124

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show abstract

“…An additional distinction for assets is made between tangible (Wernerfelt, 1989) and intangible (Hall, 1992). There are diverse terms regarding capabilities, such as invisible assets (Itami, 1987), skills (Klein et al, 1991), and intermediate goods (Amit and Schoemaker, 1993).…”

Section: Innovation and Trade: The General Frameworkmentioning

confidence: 99%

The relationship between innovation and export behaviour: The case of Galician firms

Rodil

Deza

Sánchez

2016

Technological Forecasting and Social Change

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“…Scientific Generics has worked with its clients in both the top-down and the bottom-up use of core competence thinking (Klein et al, 1991). The bottom-up core competence audits are most prone to suffer from the problems highlighted above.…”

Section: The Use Of It In Core Competence Identificationmentioning

confidence: 99%

Analysing clusters of skills in R&D — core competencies, metaphors, visualization, and the role of IT

1998

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Introductionhis paper is about the relationship between core competencies and R&D strengths, and the way in which this relationship may be addressed systematically. IT can help by making it possible to analyse quite large volumes of data apparently objectively. But to be effective, it needs to be supplemented by metaphors and visualizations.We start by exploring the relationship between the relatively recent theory of core competencies and the practice of technology management. We show that the theory has strong implications for R&D. Core competencies, technology and R&DWhile there is a substantial literature dealing with technology management, concerted attempts to delineate clearly technology management appear to be R&D Management 28, 1, 1998.Though it is now universally accepted that companies should try to align their R&D activities with their business objectives, achieving this alignment is notoriously difficult in practice. The rise of the core competence framework has been very helpful in creating, and legitimizing, a language in which issues of technical competence and R&D strengths can be followed through to their consequences for competitive advantage. Companies are starting to express their R&D priorities explicitly in terms of core competencies. Without effective IT support, core competence concepts are often applied arbitrarily. This has led to accusations that core competence theory can become yet another battlefield upon which companies play out their internal political battles. Computer-based techniques can help counteract this danger by enabling large volumes of relatively objective data to be collected, then making it possible to analyse and draw out patterns from this data, and finally enabling the data to be represented effectively.It is in this last area of data representation that information technology is now of particular benefit. In order to make the core competence approach sufficiently robust as a basis for decision making, it is necessary to collect and process large volumes of data. However, this data is normally difficult to represent in such a way that managers can assimilate it. In our recent experience, we have come to realize the particular importance of effective representations and metaphors, and have started to shift our own emphasis towards these areas in addition to analysis per se.The paper shows how core competence approaches can support R&D management decision making by exploring the roles of data collection, analysis and representation. Information technology is an integral part of these approaches, and we draw out some generalized lessons for the successful use of IT in decision support.

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Skill-Based Competition

Cited by 69 publications

References 1 publication

Strategic Human Resource Management Within a Resource‐capability View of the Firm*

Strategic Human Resource Management Within a Resource‐capability View of the Firm*

The relationship between innovation and export behaviour: The case of Galician firms

Analysing clusters of skills in R&D — core competencies, metaphors, visualization, and the role of IT

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