Core competencies
Post on 10-Feb-2016
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Group D: Joohyun Hwang, Jae-Yun Ho, Hyun Kyu Park and Snorre Gylterud
Core Competency Introduced by Prahalad, C.K. and Hamel, G. “The core competence of the corporation”,
published in Harvard Business Review (1990)Core Rigidity
Introduced by Leonard-Barton, D. “Core capabilities and core rigidities: A
paradox in managing new product development” published in Strategic Management Journal (1992)
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Internal Analysis
Core Competencies
StrategicIntent
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5/27Source: Prahalad and Hamel (1990) HBR
It provides consumer benefits It is not easy for competitors to imitate It can be leveraged widely to many
products and markets. 6/27
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WALL MART
Well-organized supply system
Everyday low prices to customer
NAVER
Various contents(ex - Knowledge in Naver)
Comfortable web surfing8/27
SONY’S MINIATURIZATION GOOGLE’S FASTEST & LARGEST SEARCH
Makes core competencies difficult to imitate.
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Diversification of business based on core competence.
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Combine multiple kinds of abilities.
Several core competencies to one business unit.
One core competency to several business unit.
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6-module program by Gallon, Stillman and Coates (1995)
1. Starting the program2. Constructing an inventory of capabilities3. Assessing capabilities 4. Identifying candidate competencies5. Testing the candidate core competencies 6. Evaluating the core competency position
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Three factors for identification of core competencies1. Provides potential access to a wide
variety of markets2. Makes a significant contribution to the
perceived customer benefits of the end product
3. Difficult for competitors to imitate
16/27Source: Prahalad & Hamel (1993) The role of core competencies in the corporation
Resources – what a firm HAS Assets – people, brand name Tangible Intangible
Capabilities – what a firm DOES Capacity or ability to integrate individual
firm resources to achieve a desired objective Develop over time
Unique combinations evolves core competencies
17/27Source: Hitt, Ireland and Hoskisson (2001) Strategic Management
Exaggerate the core competencies To much focus and effort on competencies Rewards based on relevance to
competencies
Counteract new competencies Innovation External attractiveness Obtain new knowledge
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Types Creativity-lagging environment “Unsharing” knowledge Engineering/sales cultural discrepancy Reinventing the wheel Exploding knowledge maze Path dependency in innovative ideas
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Source: Hacklin, Inganäs,Plüss and Marxt. (2005) Core rigidities in the innovation process: a structured benchmark on knowledge management challenges
Source: Walker (2004) Modern Competitive Strategy Campbell & Faulkkner (2006) The Oxford Handbook of Strategy 20/27
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Method for overcoming Core Rigidity:
Need for Dynamic Capabilities! 23/27
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25/27Source: IAPD. (2002) Core Competencies and Technical Excellence www.corning.com
Base Core Competencies
26/27Source: IAPD. (2002) Core Competencies and Technical Excellence www.kodak.com
Integration of New Technology
Joint Development with Partners
Future Prospective of product development
Important Core competencies in the future
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Questions?
Discussion issues1. Propose some other conditions for core
competencies.2. Can you think of any examples of core
rigidity?3. Timing of diversification are related to core
competencies. Think of when, where and why companies diversify their business.
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