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The hunt for core competencies

The hunt for core competencies Expresses concern about large corporations' ability to maintain their competitive edge in view of smaller resource‐limited competitors (mainly Japanese) successfully challenging these giants. Uses a figure to explain relationships between core competencies, core products or platforms, business units and end products. Concludes that Hamel and Prahalad's ideas may be expanded here but that their approach could almost be explained as philosophers and mystics, or evangelical gurus ‘whipping up a storm of revolution’. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

The hunt for core competencies

The Antidote , Volume 2 (1): 3 – Feb 1, 1997

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006328
Publisher site
See Article on Publisher Site

Abstract

Expresses concern about large corporations' ability to maintain their competitive edge in view of smaller resource‐limited competitors (mainly Japanese) successfully challenging these giants. Uses a figure to explain relationships between core competencies, core products or platforms, business units and end products. Concludes that Hamel and Prahalad's ideas may be expanded here but that their approach could almost be explained as philosophers and mystics, or evangelical gurus ‘whipping up a storm of revolution’.

Journal

The AntidoteEmerald Publishing

Published: Feb 1, 1997

Keywords: Competences; Consultants; Business analysis

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