protects the company mission, objectives and profitability.
5. Distinguish between core competence, distinctive competence, strategic competence and threshold competence. Use examples.
Competence is the ability to perform a task or achieve some objectives. Competence levels vary across organizations...
continue to exist. |
Unique resources | Resources that underpin competitive advantage and are difficult for competitors to imitate ar abtain. |
Core competences | Activities that underpin competitive advantage and are difficult for competitors to imitate or abtain. |
organisation fails to accomplish threshold capabilities for either market segment.
Attaining a competitive advantage is dependent on the distinctiveness of an organisations capabilities, if unique resources or core competences are evident. A well established brand competitors can not mimic or attain...
unique combinations which create core competences that have sgtragetic value and can lead to competitive advantage. Core comptencies distinguish a company competitively and make it distinctive. A distinction needs to be made between capabilities (resources or competences)that are at a threshold...
, capability, competence, core competence, resource, strategic flexibility, uniqueness.
competition. The term “core competence” was used by Prahalad and Hamel  to deal with capabilities within diversified firms. Several measures have been proposed how to identify unique resources and capabilities [4...
near future and how they plan to get there. In clear terms “this is what we want to do and this is how we intend to do it” (Armstrong, 2006). ‘Human Resource Management’ is the function that is included in the company which looks after the recruitment of the employees and also guides people in the organisation...
strategic capability, according to Johnson, Scholes and Whittington is “the adequacy and suitability of the resources and competences of an organisation for it to survive and prosper”. The authors split these resources and competences between those that are similar to those possessed by other...
often skills and production technologies do not amount to a core competence or resource because they do not comply with one or more of the three tests. They are the thresholds that the organization must achieve to remain competitive. Threshold competences and scarce resources may not provide access...
and competence base just to stay in business (Johnson et al, 2008).
UNIQUE RESOURCES AND CORE COMPETENCES
While threshold capabilities are important, they do not create competitive advantage or the basis of superior performance (Johnson et al, 2008). Unique resources are those resources that...
had to tap into the right combination of resources and competences.
While at face value the notion of resource and competence can be very easily understood, within this context, we are not just talking of any resource or any competence, rather a very special and unique set the combination of...
requirements). If the capabilities of an organization do not meet customer needs, the organization cannot survive (also managers need to manage costs efficiently). Essential but no unique = threshold resources and competences.
*Capabilities for competitive advantage are unique resources and core...
administrative manpower, cost, error, and improves cycle time. IT resources are necessary to support revenue growth. In addition, customized IT products generate additional revenue by attracting new customers. Bridging the gap between the 20th and 21st century require long-term comprehensive IT strategies...
their implications for the firm, before examining the relationship between them in constructing a business strategy.
2.1 Difference between a core and threshold competency and resource
Jubb and Robotham (1996) argue there is a need for more than one definition of a strategic competency as...
needed to meet customers’ minimum requirement
and therefore to continue to exist.
1. Threshold levels of capability will change.
Unique resources: Resources that underpin competitive advantage and are difficult for competitors
to imitate or obtain.
being competent. Competences in business policy are used to mean the activities and processes through which an organization deploys it resources effectively. Competences can either be threshold or core. Threshold competences are the essentials needed to compete in a given market, while core...
non-physical property of a company such as information, knowledge and reputation. Threshold competences are about the processes and activities that are needed to succeed. Moreover, to gain a competitive advantage, the unique resources and core competences of a business has to be investigated...
(create new resources and competences, invest/divest in others, extend
(a) New entrants in the marketplace?
(b) The changing nature of eBay?
You need to ask yourselves:
• Have any unique resources/competences become threshold over time and if so why?
• Are any new aspects of...
Achieving powerful core competence in organization
b) Research questions:
1- An organization core competence versus companies' normal competition.
2- The core competence a combination of business specialism and human skills.
3- The challenges of individual competencies in competence based organization...
| |-INTANGIBLE | |
|CAPABILITIES |UNIQUE RESOURCES |CORE COMPETENCES |
case will explain what kind of strategies and resources the organisation have and through what kind of changes and development STT have been. The main idea of this case is to see how an organisation can develop and how they use their strategies and resources.
1.1 Summary of the Sheffield Theatres Trust...
2.2. Feasibility 6
2.2.1 Resources 6
2.2.2 Core Competences 7
2.2.3 Value Chain 8
2.3.1 Stakeholder map 9
3.0 SWOT Analysis 10
4.0 Conclusion 11
Analysis of Team’s Experience 12
TO: The Board of Directors
FROM: GGSB Consultancy
DATE: 29th of...
drawing on organisational theory. He concluded that the feasibility, shape and effects of strategic management in the voluntary sector would depend on the core attributes of organisations. Management theorists have subsequently argued that voluntary organisations should adopt strategic management in order to...
. Some of these companies have also established foundations to cater to the needs of society.
Q5. Distinguish between core competence, distinctive competence, strategic competence and threshold competence. Use examples. |
Ans:- Core Competence
Core competence of a company is one of its...
Change: Why Transformation Efforts Fail
by John P. Kotter
by Theodore Levitt
What Is Strategy?
by Michael E. Porter
The Core Competence of the Corporation
by C.K. Prahalad and Gary Hamel
It’s no wonder that innovation is so difficult for established...
I. Overview of "Unbundling the Corporation".
Three core processes There are three core processes in business; product innovation, infrastructure management, and client relationship management. Each of these activity have different economic imperatives, different cultural aspects and managerial...
Introduction to strategy
Strategy a course of action, including the specification of resources required to achieve objective. The long term direction a company believes it should take based on the combination of information available today and intelligent assumptions about the future...
This chapter looks at several ways managers achieve greater objectivity and rigor as they analyze their company’s internal resources and capabilities. Managers often start their internal analysis with questions like, how well is the current strategy working? What is our current...
Strategic Capability- the terminology
Strategic Capability Terminology
Strategic capability Threshold resources Threshold competences Unique resources Core competences
Adapted from Exh. 3.2
Ability to perform at level required to survive and prosper. Underpinned by...
and the useful R&C
1. Foundation of strategic capability
The strategic capability is based on resources and competences of the organisation.
1.1. Threshold resources and unique resources
4 categories of resources :
Physical resources Equipements & technologies used, i...
behavioral event interview to distinguish successful and unsuccessful performers, McClelland attempted to identify characteristics which differed between the two samples, generally behavior shown by superior performers and not shown by average performers.
The essence of McClelland’s radical departure...