Knowledge, Skills and Competencies: A Capability Approach and Strategic Implications to Firms
Emmanuel James Chao
April 30, 2011
Journal of Knowledge Management and Practice, Vol. 12, No. 2, June 2011
This paper aims at reconsidering knowledge, skills and competencies from a capability perspective while addressing firms’ strategic response. This is a one of recent attempts in addressing capabilities from a two dimensional form. Identifying nature of capabilities (knowledge, skills and competencies) with respect to this classification align them with firms’ strategic growth objectives. This paper has identified four forms of capabilities based on this classification. These include; Localized capabilities, Blocked (sticky) capabilities, Narrow capabilities, Multiplex Capabilities. Though localized capabilities are hard for competitors to imitate, add less value to firms’ growth options. Multiplex capabilities have a possibility to provide firms with multiple growth options but this come at the expense of more risks from competitor’s attempts to imitate, which lead to their value erosion. Responding to a risky nature of multiplex capabilities, firm need to insulate them through ensuring their value generation is contingent on other assets inside the firm.
Number of Pages in PDF File: 15
Keywords: capabilities, knowledge, skills, competence, transferability, generalizability
JEL Classification: M10, M19, M39Accepted Paper Series
Date posted: July 27, 2011
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