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[...] (1992) review the choice of a specific focus on production and technology of competencies proposed by Prahalad and Hamel (1990). Indeed, Stalk et al. (1992) expand the analysis to all core capabilities which relate to the whole value chain. Furthermore, Leonard-Barton (1992) defines core capabilities as a system of interdependent knowledge within an organization that interrelates with all the components of the value chain. The core capabilities as defined by Leonard-Barton (1992) are presented in figure 1. Figure 1. Organizational knowledge defining core capabilities. [...]
[...] Schuler, R.S. and Jackson, S.E., 2008. Strategic human resource management. John Wiley & Sons. Shapiro, J.F., Singhal, V.M. and Wagner, S.N Optimizing the value chain. Interfaces, 23(2), pp.102-117. Smith, R Harnessing competencies, capabilities and resources. Research-Technology Management, 51(5), pp.47-53. Smstudy.com What is Value Chain Analysis? Available at: http://www.smstudy.com/article/what-is-value-chain-analysis. Stalk, G., Evans, P. and Shulman, L.E Competing on capabilities: The new rules of corporate strategy. Harvard business review, 70(2), pp.57-69. Strandskov, J Sources of competitive advantages and business performance. Journal of Business Economics and Management, 7(3), pp.119-129. Teece, D.J., Pisano, G. [...]
[...] Moreover, although outsourcing is contrary to vertical integration, Quinn et al. (1996) recognize the benefits of focusing on the core capabilities that create the most value. 4. Conclusion and opening for future work (300) In summary, this essay has analyzed the relevance of using the value chain to gain a competitive advantage. Indeed, the definition of core competencies and capabilities has allowed the introduction of the theoretical framework of the value chain that has been designed to optimize value creation within an organization. [...]
[...] Value chain model: identifying and building strategic competence and capability to obtain competitive advantage 1. Introduction (200) Since the publication of the seminal article on value chain by Porter (1985), research using this theoretical framework has gained ground in business and management and links to the objective of gaining a competitive advantage. Indeed, by optimizing their value chain, companies can create maximum value and maintain or reinforce their competitive advantage. Therefore, the study of all the different components of the value chain is crucial, and failure to adapt to changing market conditions often results in profit losses. [...]
[...] In addition, both external and internal conditions influence the capacity of a company to generate a competitive advantage (see e.g. Strandskov, 2006). External conditions can be determined with the use of strategic frameworks such as the PESTEL analysis (see e.g. Aguilar, 1967) and companies have no direct influence on them (although lobbying can influence the legal aspect). However, companies have a complete influence on their internal capabilities to generate a competitive advantage. Therefore, in order to create or maintain a competitive advantage, it is necessary to link resources, competencies and capabilities within a firm's organization (see Wang et al., 2011). [...]
