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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.
Gary Hamel is the originator (with C.K. Prahalad) of the concept of core competencies. He is also the director of the Woodside Institute, a nonprofit research foundation based in Woodside, California. He was a founder of the consulting firm Strategos, serving as chairman until 2003.
Prahalad is the co-author of a number of works in corporate strategy, including The Core Competence of the Corporation (with Gary Hamel, Harvard Business Review, May–June 1990) which as of 2010 was one of the most frequently reprinted articles published by the journal. [19]
A core competency is a concept introduced by Prahalad and Hamel (1990). Core competencies are part of the corporate identity; they form the foundation of corporate competitiveness. Core competencies fit within the "resource-based view of the firm". [17] [18] Resources can be tangible or intangible.
Building on the work of Hamel and Prahalad, and others David Teece and colleagues developed a macro-level theory of Dynamic capabilities and framework for their management. In this theory a (or perhaps the ) " Dynamic Capability " is defined as "the firm's ability to integrate, build, and reconfigure internal and external competences to address ...
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Whether you’re preparing a spiral-cut ham for 10, or serving up an appetizer of prosciutto and jamón serrano on a charcuterie board, ham is a versatile meat that often makes an appearance as ...
More recently, he has been working with a number of national governments on strategic adaptability and agility. He is the author of numerous books and articles, which include the first comprehensive book on strategic alliances, co-authored with Gary Hamel, and the Multinational Mission, co-authored with CK Prahalad.