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New Dimensions Added for Enhanced Core Competence Application

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  • Ljungquist, Urban

    () (CSIR, Blekinge Inst of Technology)

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.

Suggested Citation

  • Ljungquist, Urban, 2012. "New Dimensions Added for Enhanced Core Competence Application," Working Papers 2012/03, Blekinge Institute of Technology, Department of Industrial Economics.
  • 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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    References listed on IDEAS

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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. 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.
    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. 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.
    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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    More about this item

    Keywords

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

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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