The end of core competence: what the stars foretell
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.
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