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New Dimensions Added for Enhanced Core Competence Application

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  • Ljungquist, Urban

    ()
    (CSIR, Blekinge Inst of Technology)

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    Abstract

    We 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.

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    Bibliographic Info

    Paper provided by Center for Innovation and Technology Research, Blekinge Institute of Technology in its series CITR Working Paper Series with number 2012/03.

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    Length: 15 pages
    Date of creation: 08 Mar 2012
    Date of revision:
    Handle: RePEc:hhs:bthcsi:2012-003

    Note: This paper is part of the research project No. 2011/0020 founded by the Swedish Knowledge Foundation.
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    Postal: CITR (Center for Innovation and Technology Research), Department of Industrial Economics, 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
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    Related research

    Keywords: Core competence; time; managerial hierarchy levels; innovation; ambidexterity; support structure.;

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    1. 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.
    2. 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.
    3. 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.
    4. 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.
    5. 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.
    6. 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.
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