Global Competitiveness With Core Competence: A Case Study of HCL

Anjana Kak

Paradigm, 2003, vol. 7, issue 1, 82-92

Abstract: The most effective way to exist in global market has not been explored by most of the companies. During last decade, the CEOs were judged on their ability to redesign and making organisations flatter. But now the trend is different, they will be judged on the front of core competence. The global leadership is determined by core competencies and companies must gear themselves up to build these competencies. A global competitive advantage exists in when a company can differentiate itself from its competitors, thereby succeeding not by making profits but also creating share of mind among global customers. There can be numerous sources of a company’s global competitive advantage, how sustainable is the competitive advantage is the main issue. Innovation can give a company a competitive advantage and profits, it is imitated with add on features or lower prices and does not last forever. Learning is the only sustainable source of advantage and managers must device actions for growing core competencies that lie at the heart of competitive advantage at the global level. This article examines the conditions under which core competence can be a long lasting source of a company’s global competitive advantage. It also identifies the mode of technology acquisition best suited to the organization with respect to the people involved, inherent strength, existing facilities and managerial actions that can improve the odds of success with technology development. It links the development of technology to the company’s competitive strategy, the need for executive level information for technology assimilation, accessing the technology implementation process and linking core competence perspective to the company’s competitive strategy. A case study of HCL has been presented to analyze that core competence is the sustainable source of competitive advantage at global level.

Date: 2003
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Persistent link: https://EconPapers.repec.org/RePEc:sae:padigm:v:7:y:2003:i:1:p:82-92

DOI: 10.1177/0971890720030108

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