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On establishing the core competency identifying model: A value‐activity and process oriented approach

Bai‐Chuan Yang (Graduate Institute of Business Administration, College of Management, Fu Jen Catholic University, Taipei, Taiwan, Republic of China)
Bing‐Eng Wu (Graduate Institute of Management, College of Management, Fu Jen Catholic University, Taipei, Taiwan, Republic of China)
Pei‐Gi Shu (Department of Business Administration, College of Management, Fu Jen Catholic University, Taipei, Taiwan, Republic of China)
Ming‐Hsien Yang (Department of Information Management, College of Management, Fu Jen Catholic University, Taipei, Taiwan, Republic of China)

Industrial Management & Data Systems

ISSN: 0263-5577

Article publication date: 1 January 2006

7075

Abstract

Purpose

This research intends to establish a model integrating the related theories in strategy management and competency in the HRM field, and to develop a systematic tool that can help a company quickly and precisely identify its core competency.

Design/methodology/approach

An internal value activity chain is obtained through analyzing customers' needs. The priority of the activities is then determined via examining external factors. The critical competency needed by the activity is abstracted from a process and operation analysis. Standardized procedures and tools for applying the Process Oriented Core Competency Identification (POCCI) model are sequentially deployed.

Findings

An empirical case was illustrated that the POCCI model not only helps a company identify the core competency that prevails over alternative approaches but also draws more recognition from the raters. The linkage between individual competency and organizational competitive advantage was solidified by the POCCI model and evidenced by an empirical case.

Research limitations/implications

Misunderstanding over competency items might impede the consensus formation. A handbook of standardized procedures with unified definition is strongly suggested to facilitate the progression of competency identification.

Practical implications

The model, procedures and tools proposed in this paper can help most companies quickly and precisely identify their specific core competencies.

Originality/value

The POCCI model that emphasizes interdisciplinary integration and practical usage has never been thoroughly investigated in the previous literature and could serve as a prototype for further explorations.

Keywords

Citation

Yang, B., Wu, B., Shu, P. and Yang, M. (2006), "On establishing the core competency identifying model: A value‐activity and process oriented approach", Industrial Management & Data Systems, Vol. 106 No. 1, pp. 60-80. https://doi.org/10.1108/02635570610640997

Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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