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A competence‐based strategic management model factoring in key success factors and benchmarking

Hsiu‐Li Chen (Department of International Business, Ming‐Chuan University, Taipei, Taiwan, Republic of China)

Benchmarking: An International Journal

ISSN: 1463-5771

Article publication date: 1 August 2005

7184

Abstract

Purpose

To establish a comprehensive model of strategic management emphasized on the interactions of the organization with its external and internal environments and also to further develop a strategy based on competitive advantage.

Design/methodology/approach

By using key success factor and benchmarking methodologies as well as Multi‐Dimensional Space technique, the operational customer's needs fall into four strategic cells: “anchoring”, “narrowing”, “following‐up”, and “catching‐up”, which can be improved in accordance with strategic moves.

Findings

The empirical study examines Taipei International Airport (TPE) and undertakes a comparison with its six major competitors in Asia. It has been found that Singapore as well as Hong Kong international airports prevailed over other competitors in the overall performance and thus were selected as the benchmarking airports. While the TPE outperforms the benchmarking airports in the Core Functional Area, it lags well behind in the Support Area. It is therefore strongly suggested that the TPE should develop its ability to build up Key Success Factors as well as to benchmark efficiently and effectively if it is to secure competitive advantage over the benchmarking airports.

Originality/value

The quantitative and strategic management model we built could help organizational members to analyze corporation's current position, to reach more competitive strategies, and to evaluate/change strategies effectively.

Keywords

Citation

Chen, H. (2005), "A competence‐based strategic management model factoring in key success factors and benchmarking", Benchmarking: An International Journal, Vol. 12 No. 4, pp. 364-382. https://doi.org/10.1108/14635770510609033

Publisher

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Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

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