New Dimensions Added for Enhanced Core Competence Application
AbstractWe update the original core competence notions of identification and development to fit high efficient innovation processes in dynamic environments, with aim to progress the concept's applicability for scholars and practitioners. To the core competence concept we add four dimensions previously missing: time (shared history and shared future aims), managerial hierarchy levels (corporate and SBU), innovation development modes and outcome types (radical/incremental and exploitation/exploration), and finally innovation team characteristics and support structure (homogenous/heterogeneous and formal/informal structure). We propose that existing core competencies are ideally explored by homogenous teams managed at the SBU-level, in structured context, which infers competitive imitation protection. The process starts with identification then progressed by a change in structure: going from formal to informal, which will increase core competence and company performance.
Download InfoTo our knowledge, this item is not available for download. To find whether it is available, there are three options:
1. Check below under "Related research" whether another version of this item is available online.
2. Check on the provider's web page whether it is in fact available.
3. Perform a search for a similarly titled item that would be available.
Bibliographic InfoPaper provided by Center for Strategic Innovation Research, Blekinge Institute of Technology in its series CSIR Working Paper Series with number 2012/03.
Length: 15 pages
Date of creation: 08 Mar 2012
Date of revision:
Note: This paper is part of the research project No. 2011/0020 founded by the Swedish Knowledge Foundation.
Contact details of provider:
Postal: CSIR, School of Management, Blekinge Inst of Technology, 371 79 Karlskrona, Sweden
Phone: 0455 - 38 50 00
Fax: 0455 - 38 50 57
Web page: http://www.bth.se/csir
More information through EDIRC
Core competence; time; managerial hierarchy levels; innovation; ambidexterity; support structure.;
Find related papers by JEL classification:
- M10 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - General
This paper has been announced in the following NEP Reports:
- NEP-ALL-2012-03-28 (All new papers)
- NEP-CSE-2012-03-28 (Economics of Strategic Management)
- NEP-INO-2012-03-28 (Innovation)
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Vowles, Nicole & Thirkell, Peter & Sinha, Ashish, 2011. "Different determinants at different times: B2B adoption of a radical innovation," Journal of Business Research, Elsevier, vol. 64(11), pages 1162-1168.
- Sanchez, Ron, 2004. "Understanding competence-based management: Identifying and managing five modes of competence," Journal of Business Research, Elsevier, vol. 57(5), pages 518-532, May.
- Lisboa, Ana & Skarmeas, Dionysis & Lages, Carmen, 2011. "Innovative capabilities: Their drivers and effects on current and future performance," Journal of Business Research, Elsevier, vol. 64(11), pages 1157-1161.
- Hafsi, Taieb & Thomas, Howard, 2005. "The Field of Strategy:: In Search of a Walking Stick," European Management Journal, Elsevier, vol. 23(5), pages 507-519, October.
- Daniella Laureiro-Martínez & Stefano Brusoni & Maurizio Zollo, 2009. "The neuro-scientific foundations of the exploration-exploitation dilemma," KITeS Working Papers 004, KITeS, Centre for Knowledge, Internationalization and Technology Studies, Universita' Bocconi, Milano, Italy, revised Apr 2009.
- Auh, Seigyoung & Menguc, Bulent, 2005. "Balancing exploration and exploitation: The moderating role of competitive intensity," Journal of Business Research, Elsevier, vol. 58(12), pages 1652-1661, December.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Karin Fröborg).
If references are entirely missing, you can add them using this form.