Core competence for sustainable competitive advantage: a structured methodology for identifying core competence

K. Hafeez; N. Malak; Y. Zhang

doi:10.1109/17.985745

Core competence for sustainable competitive advantage: a structured methodology for identifying core competence

K. Hafeez, N. Malak, Y. Zhang

The York Management School

Research output: Contribution to journal › Article › peer-review

Abstract

Core competencies are the crown jewels of a company and, therefore, should be carefully nurtured and developed. Companies can determine their future business directions based on the strengths of competencies. However, because generalized terms such as resource, asset, capability, and competence are not clearly explained in connection with competence theory, these posing difficulties in understanding many contemporary management concepts. In this paper, the authors provide a summary of the recent management theories by comparing their salient features. They then propose a linking mechanism between assets, resources, capabilities, competencies, and core competencies. They provide a methodology to identify core competencies by isolating unique and flexible capabilities of the firm. They use this framework to identify the core competencies of a UK manufacturing company. The results of their analyses are used to help the company to make more informed strategic management decisions regarding capability development, outsourcing, focusing, or diversification, with regards to new products, services, or markets. The framework is generic in nature and is applicable to benchmark a manufacturing, public, or service sector organization

Original language	English
Pages (from-to)	28-35
Number of pages	7
Journal	IEEE Transactions on Engineering Management
Volume	49
Issue number	1
DOIs	https://doi.org/10.1109/17.985745
Publication status	Published - Feb 2002

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10.1109/17.985745

http://dx.doi.org/10.1109/17.985745

Cite this

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title = "Core competence for sustainable competitive advantage: a structured methodology for identifying core competence",

abstract = "Core competencies are the crown jewels of a company and, therefore, should be carefully nurtured and developed. Companies can determine their future business directions based on the strengths of competencies. However, because generalized terms such as resource, asset, capability, and competence are not clearly explained in connection with competence theory, these posing difficulties in understanding many contemporary management concepts. In this paper, the authors provide a summary of the recent management theories by comparing their salient features. They then propose a linking mechanism between assets, resources, capabilities, competencies, and core competencies. They provide a methodology to identify core competencies by isolating unique and flexible capabilities of the firm. They use this framework to identify the core competencies of a UK manufacturing company. The results of their analyses are used to help the company to make more informed strategic management decisions regarding capability development, outsourcing, focusing, or diversification, with regards to new products, services, or markets. The framework is generic in nature and is applicable to benchmark a manufacturing, public, or service sector organization",

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