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Tomorrow’s Competences

In: Entrepreneurship and Innovation During Austerity

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  • Ian Chaston

Abstract

Up until the 1980s, concepts associated with optimising organisational performance were usually based upon the premise that strategy formulation requires developing ways of exploiting the opportunities available within the external environment and that any strategic response is determined by the nature and structure of the industry the organisation belongs to. This emphasis on environmental orientation is exemplified by Porter’s (1980) ‘contending forces’ model. Critics of environmentalism have expressed concern that emphasis on the external market can be detrimental to organisational performance. This is because reliance on a purely market-orientated strategy, without regard to the internal competences necessary to support delivery of products or service performance, may lead to an organisation being overtaken by competitors who have developed more advanced internal competences; thereby being able to offer a superior benefit proposition.

Suggested Citation

  • Ian Chaston, 2013. "Tomorrow’s Competences," Palgrave Macmillan Books, in: Entrepreneurship and Innovation During Austerity, chapter 6, pages 87-103, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-32443-6_6
    DOI: 10.1057/9781137324436_6
    as

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