New Dimensions Added for Enhanced Core Competence Application
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.
To our knowledge, this item is not available for
download. To find whether it is available, there are three
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.
|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: 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
More information through EDIRC
References listed on IDEAS
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.
- 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.
- 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.
- 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.
When requesting a correction, please mention this item's handle: RePEc:hhs:bthcsi:2012-003. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Sam Tavassoli)
If references are entirely missing, you can add them using this form.