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Developing and Analysing Core Competencies for Alignment with Strategy

Copyright © 2008. 14 pages.
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DOI: 10.4018/978-1-59904-486-6.ch013
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MLA

Sawyer, Keith and John Gammack. "Developing and Analysing Core Competencies for Alignment with Strategy." Knowledge Management and Business Strategies: Theoretical Frameworks and Empirical Research. IGI Global, 2008. 282-295. Web. 21 Apr. 2014. doi:10.4018/978-1-59904-486-6.ch013

APA

Sawyer, K., & Gammack, J. (2008). Developing and Analysing Core Competencies for Alignment with Strategy. In E. Abou-Zeid (Ed.), Knowledge Management and Business Strategies: Theoretical Frameworks and Empirical Research (pp. 282-295). Hershey, PA: Information Science Reference. doi:10.4018/978-1-59904-486-6.ch013

Chicago

Sawyer, Keith and John Gammack. "Developing and Analysing Core Competencies for Alignment with Strategy." In Knowledge Management and Business Strategies: Theoretical Frameworks and Empirical Research, ed. El-Sayed Abou-Zeid, 282-295 (2008), accessed April 21, 2014. doi:10.4018/978-1-59904-486-6.ch013

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Abstract

Although it is widely accepted that alignment of knowledge with corporate strategy is necessary, to date there have been few clear statements on what a knowledge strategy looks like and how it may be practically implemented. We argue that current methods and techniques to accomplish this alignment are severely limited, showing no clear description on how the alignment can be achieved. Core competencies, embodying an organisation’s practical know-how, are also rarely linked explicitly to actionable knowledge strategy. Viewing knowledge embedded in core competencies as a strategic asset, the paper uses a case study to show how a company’s core competencies were articulated and verified for either inclusion or exclusion in the strategy. The study is representative of similar studies carried out across a range of organisations using a novel and practically proven method. This method, StratAchieve, was used here in a client situation to show how the core competencies were identified and tested for incorporation or not in the strategy. The paper concludes by considering the value of the approach for managing knowledge.
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