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A competence‐based strategic management model factoring in key success factors and benchmarking

A competence‐based strategic management model factoring in key success factors and benchmarking Purpose – To establish a comprehensive model of strategic management emphasized on the interactions of the organization with its external and internal environments and also to further develop a strategy based on competitive advantage. Design/methodology/approach – By using key success factor and benchmarking methodologies as well as Multi‐Dimensional Space technique, the operational customer's needs fall into four strategic cells: “anchoring”, “narrowing”, “following‐up”, and “catching‐up”, which can be improved in accordance with strategic moves. Findings – The empirical study examines Taipei International Airport (TPE) and undertakes a comparison with its six major competitors in Asia. It has been found that Singapore as well as Hong Kong international airports prevailed over other competitors in the overall performance and thus were selected as the benchmarking airports. While the TPE outperforms the benchmarking airports in the Core Functional Area, it lags well behind in the Support Area. It is therefore strongly suggested that the TPE should develop its ability to build up Key Success Factors as well as to benchmark efficiently and effectively if it is to secure competitive advantage over the benchmarking airports. Originality/value – The quantitative and strategic management model we built could help organizational members to analyze corporation's current position, to reach more competitive strategies, and to evaluate/change strategies effectively. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Benchmarking: An International Journal Emerald Publishing

A competence‐based strategic management model factoring in key success factors and benchmarking

Benchmarking: An International Journal , Volume 12 (4): 19 – Aug 1, 2005

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References (33)

Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
1463-5771
DOI
10.1108/14635770510609033
Publisher site
See Article on Publisher Site

Abstract

Purpose – To establish a comprehensive model of strategic management emphasized on the interactions of the organization with its external and internal environments and also to further develop a strategy based on competitive advantage. Design/methodology/approach – By using key success factor and benchmarking methodologies as well as Multi‐Dimensional Space technique, the operational customer's needs fall into four strategic cells: “anchoring”, “narrowing”, “following‐up”, and “catching‐up”, which can be improved in accordance with strategic moves. Findings – The empirical study examines Taipei International Airport (TPE) and undertakes a comparison with its six major competitors in Asia. It has been found that Singapore as well as Hong Kong international airports prevailed over other competitors in the overall performance and thus were selected as the benchmarking airports. While the TPE outperforms the benchmarking airports in the Core Functional Area, it lags well behind in the Support Area. It is therefore strongly suggested that the TPE should develop its ability to build up Key Success Factors as well as to benchmark efficiently and effectively if it is to secure competitive advantage over the benchmarking airports. Originality/value – The quantitative and strategic management model we built could help organizational members to analyze corporation's current position, to reach more competitive strategies, and to evaluate/change strategies effectively.

Journal

Benchmarking: An International JournalEmerald Publishing

Published: Aug 1, 2005

Keywords: Strategic management; Benchmarking; Critical success factors; Decision making

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