One of the traits concerning core competencies and competitive capabilities that are important to organization building is: a. Core competencies rarely consist of narrow skills or the work efforts of a single department. More often, they are bundles of skills and know-how growing out of the combined efforts of cross-functional work groups and departments performing complementary activities at different locations in the firm’s value chain. b. Because core competencies typically reside in the combined efforts of different work groups and departments, individual supervisors and department heads cannot be expected to see building the overall corporation’s core competencies as their responsibility. Rather, the building and nurturing of core competencies is the responsibility of every employee. c. The key to leveraging a company’s core competencies into competitively valuable capabilities with potential for short-term competitive advantage is concentrating more effort and less talent than rivals on deepening and strengthening these competencies. d. Because customers’ needs and market conditions remain the same in often predictable ways, it is very easy to anticipate the specific know-how and intellectual capital needed for future competitive success. Select one
One of the traits concerning core competencies and competitive capabilities that are important to organization building is:
a. Core competencies rarely consist of narrow skills or the work efforts of a single department. More often, they are bundles of skills and know-how growing out of the combined efforts of cross-functional work groups and departments performing complementary activities at different locations in the firm’s value chain.
b. Because core competencies typically reside in the combined efforts of different work groups and departments, individual supervisors and department heads cannot be expected to see building the overall corporation’s core competencies as their responsibility. Rather, the building and nurturing of core competencies is the responsibility of every employee.
c. The key to leveraging a company’s core competencies into competitively valuable capabilities with potential for short-term competitive advantage is concentrating more effort and less talent than rivals on deepening and strengthening these competencies.
d. Because customers’ needs and market conditions remain the same in often predictable ways, it is very easy to anticipate the specific know-how and intellectual capital needed for future competitive success.
Step by step
Solved in 3 steps
