Are competencies and corporate strategy aligned? an exploratory study in Brazilian steel mills
DOI:
https://doi.org/10.5585/ijsm.v16i4.2536Keywords:
Core Competencies, Mapping Competencies, Corporate Strategy, Alignment of Critical Resources, Resource-Based View of the Firm.Abstract
In this qualitative and exploratory study, a measurement of alignment of competencies with corporate strategy was carried out in nine steel mills, using a methodology developed specifically for this purpose. Four companies (“big and aligned”), accounting for 86% of the steel produced in the country, indicate full alignment of competencies with their strategies. Two companies (“small and partially aligned”), represent 4% of the market and try to reconcile the corporate strategy of technological orientation with short-term operational performance imposed on them by the business environment. In contrast to the latter, three companies (“small and not aligned”), having 10% of the combined market share, primarily concern themselves with performance in terms of productivity, without having synergy with the corporate strategy. The major contribution of this work is the development of a specific methodology to operationalize the mapping of core competencies, in order to facilitate the mobilization of resources to support business strategies.
Downloads
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2017 Iberoamerican Journal of Strategic Management
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
The author (s) authorize the publication of the manuscript in the journal;
The author (s) guarantee that the contribution is original and unpublished and that it is not being evaluated in another journal (s);
The journal is not responsible for the opinions, ideas and concepts emitted in the texts, as they are the sole responsibility of its author (s);
Editors reserve the right to make textual adjustments and adapt to the publication's rules.
Authors retain the copyright and grant the journal the right to first publication, with the work simultaneously licensed under the Creative Commons Attribution License - 4.0 (CC BY-NC-SA 4.0) that allows the sharing of the work with acknowledgment of authorship and initial publication in this magazine.
Authors are authorized to assume additional contracts separately, for non-exclusive distribution of the version of the work published in this journal (eg, publishing in institutional repository or as a book chapter), with acknowledgment of authorship and initial publication in this journal.
Authors are allowed and encouraged to publish and distribute their work online (eg in institutional repositories or on their personal page) at any point before or during the editorial process, as this can generate productive changes, as well as increase impact and citation of the published work (see “The Effect of Open Access” at http://opcit.eprints.org/oacitation-biblio.html).
Authors can use ORCID for identification. An ORCID identifier is unique to an individual and acts as a persistent digital identifier to ensure that authors (particularly those with relatively common names) can be distinguished and their work appropriately assigned.