Competence and Competitive Advantage: Towards a Dynamic Model
Over the last ten years the concept of `competence' has emerged as a central concept for competitive strategy. Several rich theoretical streams have contributed an extensive array of frameworks, definitions and papers using the concept. There is now a need to integrate these many contributions. Indeed, some of the frustration expressed recently by academics may be due to the large volume of conversation and the low level of integration. A concept that is considered so useful that many writers have incorporated it in their work will be of little value if it takes on different meanings for every use. If competence is to be used to explain relationships among variables and to build richer understandings of the roots of competitive advantage, then the field needs to engage in a serious conversation that attempts to focus this concept. Competence needs to be understood in a way that is faithful to its theoretical roots, allows the multiple dimensions that underpin competitive advantage to be meaningfully integrated and is specific enough that meaningful differences can emerge when used as a variable in empirical research. This paper seeks to begin a conversation toward that end by presenting a conceptualization that meets all of these requirements. The paper builds its conceptualization around satisfying the elements of a dynamic model of the relationship between competence and competitive advantage.
Human Resources Management | Organizational Behavior and Theory
Organisational Behaviour and Human Resources
British Journal of Management
Bogner, W. C.; THOMAS, Howard; and McGee, John.
Competence and Competitive Advantage: Towards a Dynamic Model. (1999). British Journal of Management. 10, (4), 275-290. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/3003