Tomorrow’s Competences

Ian Chaston

Chapter 6 in Entrepreneurship and Innovation During Austerity, 2013, pp 87-103 from Palgrave Macmillan

Abstract: Abstract Up until the 1980s, concepts associated with optimising organisational performance were usually based upon the premise that strategy formulation requires developing ways of exploiting the opportunities available within the external environment and that any strategic response is determined by the nature and structure of the industry the organisation belongs to. This emphasis on environmental orientation is exemplified by Porter’s (1980) ‘contending forces’ model. Critics of environmentalism have expressed concern that emphasis on the external market can be detrimental to organisational performance. This is because reliance on a purely market-orientated strategy, without regard to the internal competences necessary to support delivery of products or service performance, may lead to an organisation being overtaken by competitors who have developed more advanced internal competences; thereby being able to offer a superior benefit proposition.

Keywords: Core Competence; Intellectual Capital; Dynamic Capability; Innovation Strategy; Strategic Management Journal (search for similar items in EconPapers)
Date: 2013
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-32443-6_6

Ordering information: This item can be ordered from
http://www.palgrave.com/9781137324436

DOI: 10.1057/9781137324436_6

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().