Premium
Core competence strategy making and scientific research: the case of HortResearch, New Zealand
Author(s) -
Clark Delwyn N,
Scott Dorian 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 - 10.1002/1099-1697(200012)9:8<495::aid-jsc509>3.0.co;2-n
Subject(s) - core competency , competence (human resources) , process management , strategic management , competitive advantage , business , competence based management , process (computing) , management strategy , knowledge management , computer science , management , strategic planning , marketing , economics , business administration , strategic financial management , operating system
This article focuses on the implementation of the core competence strategy process in a New Zealand scientific research institute, HortResearch. The company and the competitive science environment are introduced. The strategy process, key strategies adopted in 1993 and the strategic position in 1998 are described. Key factors involved in successfully implementing the strategy process are discussed, including the critical resource inputs, strategy process factors, major contextual influences and the outputs produced. The core competence strategy process was the major driver of the transformation of HortResearch into a commercially responsive and successful science business. Copyright © 2000 John Wiley & Sons, Ltd.