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Article
Publication date: 20 September 2019

Deven Krishnan, Rafikul Islam and Suhaimi Mhd. Sarif

The purpose of this study intends to develop a hierarchical model through prioritisation of the core competencies with respect to competitive advantage, financial and strategic…

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Abstract

Purpose

The purpose of this study intends to develop a hierarchical model through prioritisation of the core competencies with respect to competitive advantage, financial and strategic performance for an oil and gas company in Malaysia.

Design/methodology/approach

Mixed method approach used in the present research. Initially, interviews were conducted to solicit information about the company’s core competencies, competitive advantage, and financial and strategic performance. The interview findings used for questionnaire development to rank core competencies with respect to competitive advantage, financial and strategic performance. The survey results were analysed using the analytic hierarchy process (AHP), a mathematical model and is synthesised using Super Decisions Software.

Findings

The study developed a hierarchical model and can be set as a benchmark for prioritising core competencies, with respect to competitive advantage, financial and strategic performance for oil and gas companies.

Practical implications

The prioritisation results will help the company considered in the present research and also the similar companies to optimise their resources and energy to focus on the desired and the most influential core competencies.

Social implications

As the oil industry develops competitive advantage, its success will cascade down to stimulate the nation’s growth, support industry and services expansion and eventually develop the nation.

Originality/value

This study is a first of its kind in using AHP to rank core competencies with respect to competitive advantage, financial and strategic performance for an oil and gas company. The results can be used by oil and gas companies to enhance their overall performance.

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Book part
Publication date: 3 October 2006

Jitendra V. Singh

One area in which strategy and organizational ecology converge is organizational change. This essay weaves together salient themes in my (and my co-authors’) various writings on…

Abstract

One area in which strategy and organizational ecology converge is organizational change. This essay weaves together salient themes in my (and my co-authors’) various writings on organizational change, and is anchored in the research literature of the last twenty years. Among other ideas developed here, I point out that there is now a convergence of agendas in strategy and ecology, with an important role being played by intraorganizational ecology. I develop the distinction between strong and weak selection approaches to organizational ecology. While the strong selection view does not find empirical support, there is stronger support for the weak selection view. I lay out some key features of an emerging evolutionary synthesis for the study of strategy and organization, and develop an evolutionary approach to organizational change.

Details

Ecology and Strategy
Type: Book
ISBN: 978-1-84950-435-5

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