Implementation issues in core competence strategy making

Abstract

This article focuses on implementation of the core competence approach to strategy making: The results from a sample of 20 managers and consultants with experience applying this approach are presented. Factors critical for successful implementation are discussed: including the critical resource inputs, strategy process factors, major contextual influences, and the outputs produced. Issues causing major problems with implementation of this approach are outlined. Further research is proposed. Copyright © 2000 John Wiley & Sons, Ltd.

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