Core Competence: What Does it Mean in Practice? Mansour Javidan P RAHALAD AND HAMEL’ INFLUENTIAL ARTICLE‚ “Core S Competence of the Corporation”‘ 9 has generated substantial interest in the notion of core competencies and capabilities and has helped popularize a new school of economic thought called The Resourcebased View of the Firm.2-7~g~17~1g~22 article has made The two important contributions to the literature in strategic management; it proposed a new complementary approach
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(2008) Exploring Corporate Strategy‚ 8th edition‚ Pearson Education‚ pp. 366 De Wit‚ B. and Meyer‚ R. (2010) Strategy: Process‚ Content‚ Context: An International Perspective‚ 4th Revised edition‚ Cengage Learning EMEA text. pp. 336 -338 Hamel‚ G.‚ Doz‚ Y. and Prahalad‚ C. (1989) ‘Collaborate with Your Competitors - and Win’‚ The Harvard Business Review‚ vol.1‚ January-February‚ pp. 133-139
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Outline the main components of Kim and Mauborgne’s (2004) concept of ‘Blue Ocean Strategy’. Critically assess the strengths and limitations of this approach to pursuing competitive advantage. Use relevant examples to support your argument. Introduction In the contemporary hostile business environment‚ innovation has become part of any company’s paramount strategy for continuous survival. Nokia‚ despite being the world’s largest mobile phone manufacturer having a large customer base‚ realized how
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‘Strategy and structure’‚ Cambridge‚ MA: MIT Press Cohen‚ W.M.‚ (1995)‚ ‘Empirical studies of innovative activity’‚ in Stoneman P Collis‚ D.‚ (1994)‚ ‘How valuable are organizational capabilities?’‚ Strategic Management Journal‚ 15‚ 143-152 Conner K.R.‚ Prahalad C.K.‚ (1996)‚ ‘A resource-based theory of the firm: Knowledge versus opportunism’‚ Organization Science‚ 7‚ 478-496 14 Conner‚ K.R.‚ (1991)‚ ‘A historical comparison of resource-based theory and five schools Daft R. L.‚ (1992)‚ ‘Organization Theory
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1991. Contemporary Strategy Analysis: Concepts ‚ Techniques ‚ Applications ‚ Cambridge‚ Ma‚ Basil Blackwell. Hamel‚ G.‚ Doz‚ Y. L. and Prahalad‚ C. K.‚ 1989. Collaborate with your competitors and win‚ Harvard Business Review ‚ Jan – Feb‚ 133 – 139. Hamel‚ G. and Prahalad‚ C. K.‚ 1985. Do you really have a global strategy?‚ Harvard Business Review ‚ Jul – Aug‚ 139 – 148. Hamel‚ G. and Prahalad‚ C. K.‚ 1989. Strategic intent‚ Harvard Business Review ‚ May – Jun‚ 63 – 76. Porter‚ M. E.‚ 1986. Competition
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DOWNSIZING – AN EFFECTIVE FORM OF ORGANISATIONAL CHANGE THAT SEEKS TO IMPROVE BUSINESS PERFORMANCE? Personnel restructuring‚ right sizing‚ reductions in force or the most common term used; downsizing‚ is defined by Budros (1999 : 70) as “An organization’s conscious use of permanent personnel reductions in an attempt to improve its efficiency and/or effectiveness”1 Downsizing has occurred throughout the industrialized world (Ryan & Macky‚ 1998)2‚ affected blue and white collar workers (Littler
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BUSINESS DESCRICPTION Sony is a global manufacturer of audio‚ video‚ communications and information for the consumer and professional markets. Sony Corporation (Sony) is a leading provider of consumer electronics. Firm designs‚ develops‚ manufactures and markets equipment and electronic devices‚ such as audio and video products‚ televisions and semiconductors. It designs‚ develops and markets software and gaming hardware‚ the development of cinema‚ home theatre and television production. The company
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material on MBA and similar courses globally. But what has become of his original five competitive forces? It would appear to be the case that not a great deal has occurred to develop this thinking since the early 1980s (except‚ perhaps‚ for Hamel and Prahalad‚ 1994).’ Grundy (2001) siad that ‘Porter appears to have been more interested in taking his concepts to an even more macro level‚ particularly to the competitive advantage of countries‚ rather than to micro economics. Porter’s model‚ whilst
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References: Hamel‚ G.‚ Prahalad‚ C.K. (Jul/Aug 2005). Strategic intent. Harvard Business Review‚ 83‚ 148-161. Fiedler‚ C. (10/4/2005). Dare to dream: Create an ACTION PLAN. Woman ’s Day‚ 68‚ 88-88 The evolution of the creative company. (8/1/2005). Business Week‚ 3945‚ 62-63
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CHAPTER 4 FACTORS MODERATING THE CHOICE OF STRATEGY-MAKING APPROACH “Hence‚ strategic management constitutes a normative outline for rational strategy formulation but provides little explicit consideration of the potential management roles in the strategy formation process. Conversely‚ strategic emergence has often been ascribed to decision patterns evolving over time as relatively autonomous managers within the organization engage in resource committing activities” Andersen‚ 2004:265 4
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