Competing for the Future

By Kressel. 2007

2,422 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/fa7cc0368a7c7ea22bec68b28d7f261cac9645a3

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Citations in the corpus

Typology of knowledge, skills and competences : clarification of the concept and prototype (2006, background): “Hamel and Prahalad (1994) argued that it is necessary to identify the core competence of an organisation, defined as ‘the collective learning in the organisation, especially how to coordinate diverse production skills and integrate 01_2005_9377-txt-EN.indd 36 28-06-2006 12:23:27 Process CyanProcess…”
Corporate foresight: An emerging field with a rich tradition (2015, background): “In line with this theoretical concept, Hamel and Prahalad proposed in their Harvard Business Review article (Hamel and Prahalad, 1994a) that: “Industry foresight is based on deep insights into trends in technology, demographics, regulations, and lifestyles, which can be harnessed to rewrite…”
Flexibility in internationalization: is it valuable during an economic crisis? (2009, background): “Hamel and Prahalad (1995) also note that multinational firms have the ability to cross-subsidize their operations, flexibly allocating profits of some subsidiaries to support others experiencing unexpected environmental downturns .”
Dealing with the knowledge economy: Intellectual capital versus balanced scorecard (2005, background): “…Porter’s widely followed corporate strategy books” (Kaplan and Norton 1996a, p. 37) while intellectual capital orients itself towards competency-based strategy (see Grant, 1998, Hamel and Prahalad, 1994), which “generates value through the knowledge, skills, talents and know-how of employees.”
Board Characteristics and Firm Performance: Evidence from New Zealand (2011, background): “Such resources become a source of competitive advantage for firms and help them achieve superior performance (Prahalad & Hamel, 1990; Barney 1991; Hamel & Prahalad, 1994; Hunt, 2000).”
Innovation, imitation, and new product performance: The case of China (2006, background): “…because in China, due to customers' limited exposure and knowledge about innovative products (Zhou, Su, & Bao 2002), companies may be more successful if they offer products that satisfy customers' latent needs and invoke customer demand by shaping the way customers behave (Hamel & Prahalad, 1994).”
Moderating Effects of Entrepreneurial Orientation on Market Orientation‐Performance Linkage: Evidence from Chinese Small Firms* (2008, methodology): “…on articulated customer needs may miss opportunities for developing new products that customers cannot articulate (Christensen and Bower 1996; Hamel and Prahalad 1994), unless they also develop entrepreneurial orientations to ensure a proactive focus on innovations that meet emerging and…”
Speed and Search: Designing Organizations for Turbulence and Complexity (2005, background): “First, rapid technological change, deregulation, and globalization have intensified competition and increased the turbulence that managers face, forcing them to adopt new, more responsive organizational forms (D’Aveni 1994, Hamel and Prahalad 1994, Brown and Eisenhardt 1998).”
Influences on Strategic Planning Processes among Irish SMEs (2005, background): “Strategy development has received renewed attention from both practitioners and scholars as environments become more competitive (Bettis and Hitt 1995) and as academics and consultants advocate the necessity of enhancing strategic thinking within firms (for example, Hamel and Prahalad 1994).”
Attracting and retaining talent: exploring human resources development trends in Australia (2007, unknown): “This approach secures customers or what Hamel and Prahalad ( 1994 ) call ‘table stakes’ and Leonard ( 1998 ), ‘enabling capabilities’.”
The strategic importance of intellectual capital in the non‐profit sector (2007, background): “As a subset of RBV of a firm, the theory of core competence allows organisations to rethink, identify, and exploit what they can do to make growth possible in global competition (Hamel and Prahalad, 1994).”
The Impact of Acquisitions on Innovation: Poison Pill, Placebo, or Tonic? (2005, background): “Developing depth in key fields enables firms to produce new knowledge in those fields, gain competency in core product areas, and thus innovate (Bierly and Chakrabarti 1996; Hamel and Prahalad 1994).”
Stretch Goals and Backcasting: Approaches for Overcoming Barriers to Large‐Scale Ecological Restoration (2006, background): “A key purpose of stretch goals is to inspire creativity and innovation and to challenge those involved to achieve what currently seems impossible (Hamel & Prahalad 1994; Sutton 2000).”
Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box (2007, background): “The intent of mobilizing is to identify the capabilities needed and to design the capability configurations necessary to exploit opportunities in the market and gain a competitive advantage (Hamel & Prahalad, 1994).”
Factors affecting ERP system adoption: A comparative analysis between SMEs and large companies (2005, background): “Working on a wider market area requires the management of more differentiated legal and cultural issues, thus introducing a higher level of complexity (Davenport, 1998; Hamel and Prahalad, 1994; Prahalad, 1990; Sanders and Carpenter, 1998), as well as the facing of competitive pressures characterizi”