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A core competency is a concept in management theory introduced by C. K. Prahalad and Gary Hamel. [1] It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace" and therefore are the foundation of companies' competitiveness.
A competency architecture is a framework or model of predetermined skills or "competencies" used in an educational setting. [1] Competency architectures are a core component of competency-based learning .
In a 1990 edition of the Harvard Business Review, Gary Hamel and C.K.Prahalad published an article entitled "The Core Competence of the Corporation" which defined the notion of a "core competency". Core Competencies are identified by three criteria: 1) they are difficult for competitors to imitate 2) they make a substantial contribution to a ...
Core competencies: Capabilities and/or technical expertise unique to an organization, i.e. core competencies differentiate an organization from its competition (e.g. the technologies, methodologies, strategies or processes of the organization that create competitive advantage in the marketplace). An organizational core competency is an ...
A competency dictionary is a tool or data structure that includes all or most of the general competencies needed to cover all job families and competencies that are core or common to all jobs within an organization (e.g., teamwork; adaptability; communication).
A core competency is a concept introduced by Prahalad and Hamel (1990). Core competencies are part of the corporate identity; they form the foundation of corporate competitiveness. Core competencies fit within the "resource-based view of the firm". [21] [22] Resources can be tangible or intangible.
The McKinsey 7S Framework is a management model developed by business consultants Robert H. Waterman, Jr. and Tom Peters (who also developed the MBWA-- "Management By Walking Around" motif, and authored In Search of Excellence) in the 1980s. This was a strategic vision for groups, to include businesses, business units, and teams. The 7 S's are ...
At its core, Mulder (2014) suggests, competence development is a socio-constructivist journey. It thrives on the dynamic interplay of social interactions, wherein professionals engage in context-specific quests to improve their capacity. [16] There have been numerous competence frameworks supporting competence development.