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Competence (also called competency [1] or capability [2]) is a polyseme [3] [4] [5] indicating a variety of different notions. In current literature, three notions are most evident. In current literature, three notions are most evident.
A core competency is a concept in management theory introduced by C. K. Prahalad and Gary Hamel. [1] It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace" and therefore are the foundation of companies' competitiveness.
Distinctive competence is a characteristic or aspect of the company that gives it a comparative advantage over its competitors, usually categorized by cost/price, quality, flexibility and service/time.
Others, such as Max Boisot, take the view that competence or competency is some measure of the level of performance in a capability or that competence is a much narrower concept than capability. Hence a firm may have a high or low level of competence in a particular, notional, abstract capability.
Competence-based strategic management is a way of thinking about how organizations gain high performance for a significant period of time. Established as a theory in the early 1990s, competence-based strategic management theory explains how organizations can develop sustainable competitive advantage in a systematic and structural way.
It's an intriguing concept, executed with competence and occasional flair: Soderbergh, who also served as the director of photography under the pseudonym Peter Andrews, gives the ghost camera a ...
In 1957, Philip Selznick initially used the term "distinctive competence" in referring to how the Navy was attempting to differentiate itself from the other services. [6] He also formalized the idea of matching the organization's internal factors with external environmental circumstances. [30]
Competency in human resources is an organizational criterion for excellence that encompasses the behaviors, experience, knowledge, skills, ...