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Implementation issues in core competence strategy making
Author(s) -
Clark Delwyn N.
Publication year - 2000
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/(sici)1099-1697(200003/04)9:2<115::aid-jsc470>3.0.co;2-r
Subject(s) - core competency , competence (human resources) , process management , strategy implementation , computer science , core (optical fiber) , management science , process (computing) , knowledge management , business , management , marketing , economics , telecommunications , operating system
This article focuses on implementation of the core competence approach to strategy making: The results from a sample of 20 managers and consultants with experience applying this approach are presented. Factors critical for successful implementation are discussed: including the critical resource inputs, strategy process factors, major contextual influences, and the outputs produced. Issues causing major problems with implementation of this approach are outlined. Further research is proposed. Copyright © 2000 John Wiley & Sons, Ltd.