The end of core competence: what the stars foretell

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DC Field	Value	Language
dc.contributor.author	Thomas, P. S.
dc.date.accessioned	2010-10-07T05:56:48Z
dc.date.available	2010-10-07T05:56:48Z
dc.date.copyright	1995
dc.date.issued	1995-10-07T05:56:48Z
dc.identifier.uri	http://hdl.handle.net/11718/9407
dc.description	Vikalpa, Vol. 20, No. 4, (October - December, 1995), pp. 69 - 73	en
dc.description.abstract	The core competence concept has proved to be an elusive one for management scholars and executives alike because of its ambivalence towards Japanese industrial history, selectivity towards corporate histories,and the amorphousness and porosity of its logical structure. This note by P S Thomas tries to show how identification of core competences can be facilitated by complete reviews of the histories of two "star" corporations, viz., Matsushita Electric and Fujitsu Ltd. More such case studies may have to be undertaken and/ or discussed to facilitate the use of the core competence perspective for global competition.
dc.language.iso	en	en
dc.subject	Core Competence	en
dc.title	The end of core competence: what the stars foretell	en
dc.type	Article	en
Appears in Collections:	Journal Articles

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