The Core Competence of the Corporation
Clicks: 1
ID: 303077
1997
Article Quality & Performance Metrics
Overall Quality
Not rated
Combines reader engagement with the AI quality analysis. This
article has not been analysed, so there is no overall score —
reader engagement is measured and shown alongside.
Reader Engagement
0.0
/100
1 views
0 readers
AI Quality Assessment
Not analyzed
Readership in this journal
Ranked #1,311 of 1,518 articles by views in Oxford University Press eBooks
Most read
Least read
Bar heights use a square-root scale. Only the 120 most-read articles are drawn; the journal has 1,518 in total.
Mint this article as an NFT
Not yet mintedCreate a permanent, verifiable on-chain record of this article on the Scimatic Network. The NFT is held in your Journament account, and you can withdraw it to your own wallet at any time.
5
SUSD
one-off · no wallet required
Abstract
Abstract The most powerful way to prevail in global competition is still invisible to many companies. During the 1980s, top executives were judged on their ability to restructure, declutter and delayer their corporations. In the 1990s, they’ll be judged on their ability to identify; cultivate, and exploit the core competencies that make growth possible-indeed, they’ll have to rethink the concept of the corporation itself.
| Reference Key |
openalex_W4388151965
Use this key to autocite in the manuscript while using
SciMatic Manuscript Manager or Thesis Manager
|
|---|---|
| Authors | C. K. Prahalad, Gary Hamel |
| Journal | Oxford University Press eBooks |
| Year | 1997 |
| DOI |
10.1093/oso/9780198781806.003.0017
|
| URL | |
| Keywords | Keywords not found |
Citations
No citations found. To add a citation, contact the admin at info@scimatic.org
Comments
No comments yet. Be the first to comment on this article.