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Conference Paper: Ideas Versus Reality: Core Competence at NEC and GTE

TitleIdeas Versus Reality: Core Competence at NEC and GTE
Authors
Issue Date2003
PublisherAcademy of International Business.
Citation
Academy of International Business 2003 Annual Meeting, Monterey, CA, 5-8 July 2003 How to Cite?
AbstractOne of the most influential ideas that has emerged in the strategy and international business fields over the last two decades has been that of “core competence”. The article that popularized the concept, Prahalad and Hamel’s “The Core Competence of the Corporation” (Prahalad and Hamel, 1990), won the McKinsey Award for the best Harvard Business Review article of the year; eventually became the best-selling Harvard Business Review reprint of all time; and fostered an enormous amount of corporate, consulting, and academic activity. The present paper traces the development of the two companies that were used to motivate the idea of core competence in the original Harvard Business Review article. A relatively simple analysis of Japan’s NEC and the US-based GTE, shows that there were substantial differences in the performance of the two firms, but that the performance differential was exactly opposite to that claimed by the authors. In other words, the company that focused on core competence exhibited significantly worse, not better, performance over time. The paper stands as a warning for those who accept ideas in the absence of convincing evidence.
Persistent Identifierhttp://hdl.handle.net/10722/112166
ISSN

 

DC FieldValueLanguage
dc.contributor.authorEnright, MJen_HK
dc.date.accessioned2010-09-26T03:20:27Z-
dc.date.available2010-09-26T03:20:27Z-
dc.date.issued2003en_HK
dc.identifier.citationAcademy of International Business 2003 Annual Meeting, Monterey, CA, 5-8 July 2003-
dc.identifier.issn2078-4430-
dc.identifier.urihttp://hdl.handle.net/10722/112166-
dc.description.abstractOne of the most influential ideas that has emerged in the strategy and international business fields over the last two decades has been that of “core competence”. The article that popularized the concept, Prahalad and Hamel’s “The Core Competence of the Corporation” (Prahalad and Hamel, 1990), won the McKinsey Award for the best Harvard Business Review article of the year; eventually became the best-selling Harvard Business Review reprint of all time; and fostered an enormous amount of corporate, consulting, and academic activity. The present paper traces the development of the two companies that were used to motivate the idea of core competence in the original Harvard Business Review article. A relatively simple analysis of Japan’s NEC and the US-based GTE, shows that there were substantial differences in the performance of the two firms, but that the performance differential was exactly opposite to that claimed by the authors. In other words, the company that focused on core competence exhibited significantly worse, not better, performance over time. The paper stands as a warning for those who accept ideas in the absence of convincing evidence.-
dc.languageengen_HK
dc.publisherAcademy of International Business.-
dc.relation.ispartofProceedings of the Annual Meeting of the Academy of International Businessen_HK
dc.titleIdeas Versus Reality: Core Competence at NEC and GTEen_HK
dc.typeConference_Paperen_HK
dc.identifier.emailEnright, MJ: menright@business.hku.hken_HK
dc.identifier.authorityEnright, MJ=rp01059en_HK
dc.identifier.hkuros96069en_HK

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