ce re fl ec ts t hi s The se finding s exp l ai n the grow in g trend a m o ng

Ce re fl ec ts t hi s the se finding s exp l ai n the

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ce re fl ec ts t hi s." The se finding s exp l ai n the grow in g trend a m o ng com p a ni es 10 " hire fo r at titude; train for skills .'' I dent i fy i ng Organizational Cap abilities . b . . , n · s cl o se IO us ele s ,, R es o ur ces are not pr o du c tive o n thetr o\vn. A ra in !SLi r geo 1 · . wit ho ul a raclio logisL. a ne s thet isc, nurs es, surgica l ins1n11ne nt s. ima g ing eq wpm e n l. k = 1 st work" rogether . a nd a h os t or o th er r eso ur ces. To perform a tas , re so u rce" mL - . 6n __o rga niza1ional ca pabilit y-- is- a " fi m1:s ca p acit y-- to de p lo y re s o ur ces fo r a d esin~d e nd re s ult. "" J ust as an ind ivi dua l ma y be ca p a b le o f playing th e v io lin , rce -s ka nn g. a nd speak ing Mandarin , so a n o rganization m ay po ssess 1he ca p a biliti es n ee ded 10 manufa ct ure widg e ts , di s tri b ute them gl oba ll y, and hed ge th e re s ultin g fo re i gn - e xcha n ge exposure . Alt ho ug h th e id ea thal organ i zat i ons pos sess distincti ve compe ten ces is lo ng es t ab- li sed ' 6 it was no t until Pr ahal ad a nd Hamel i ntr o duced the tenn core co mp ete 11 ces to cl ~sc ribe those ca pabiliti es fundamental to a firm·s s tr ategy and performa n ce that o rganizationa l ca pabilitie s b eca me a ce ntral co ncept in strategy anal ys is ." Th e res ultin g flood of lit era tur e ha s crea t ed considerab le co n fus io n ove r 1erminology : I s hall u se the terms ccipcibility and co mpet ence inte rc hang ea bl y.' " Clas s ifyi ng Ca pab iliti es Before deciding w hi c h organ i zat io n a l capa biliti es a re " distinct iv e" o r " core ," the firm s n ee ds to tak e a systemat ic v iew of its capa biliti es . To id e ntify a firm's orga nizati o nal ca pabilitie s, w e n eed to h ave some basis for clas - s if y in g and di sa ~regat in g the firm' s ac tiviti es. Two approaches a re co mm o nl y u sed : A f un ct ion ci l a.!IBD'sis identifies o r ga nizati o nal c apabilities within each of the firm 's fu nct iona l area: A fi rm 's functi o ns would typi c ally include: operat i ons, p u~m g, og 1sti cs s upply c h ain m anagement, d~n . e ngin ee rin~ produ ct developn'lerlt, m arke tin g, sal es and d is tributi on , c us t ornerservice, fina~ce, hu1nan r eso ur c ~nag e rnent , l ega l, info~ion s ysten1 s, gove rn - me nt relat i ons. co mmuni ca tio n a nd publi c re l ations , a nd HSE ( h ea l th . safe ly . a nd env ir on n1 e nt ). A va lu e.. c bci in. ana lysis icl e n1ifi es a se quential c ha i!l__ of the main a.~es th at th e firm und e rtakes . Mic ha e l Por ter 's ge ner ic val ue ch a in dis tin g uish es b etwee n' pnmary _::i ctlvi"ties ( those i nvolved w ith 1he t ransformat io n of inpu ts and int e rfa ce with the cus t ome r) and s upp o rt acti vi ti es (Figu re 5.5)." Porter 's b r oa dly defined val ue c hain activities ca n be d is aggregated to provide a mo re d et ailed identificati o n of th e firm 's activities (a nd th e ca p ab ililies th a t co rr es pond to eac h ac tivity) . Thus , mark e tin g might include market re se ar ch .
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