Core competency

A core competency is a concept in management theory introduced by C. K. Prahalad and Gary Hamel.^[1] It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace" and therefore are the foundation of companies' competitiveness.^[2]

Core competencies fulfill three criteria:^[1]

Provides potential access to a wide variety of markets.
Should make a significant contribution to the perceived customer benefits of the end product.
Difficult to imitate by competitors.

For example, a company's core competencies may include precision mechanics, fine optics, and micro-electronics. These help it build cameras, but may also be useful in making other products that require these competencies.^[1]

^ ^a ^b ^c Prahalad, C.K. and Hamel, G. (1990) "The core competence of the corporation Archived 2014-07-14 at the Wayback Machine", Harvard Business Review (v. 68, no. 3) pp. 79–91.
^ Schilling, M. A. (2013). Strategic management of technological innovation, p.117 International Edition, McGraw-Hill Education.

[PRAH-1] Prahalad, C.K. and Hamel, G. (1990) "The core competence of the corporation Archived 2014-07-14 at the Wayback Machine", Harvard Business Review (v. 68, no. 3) pp. 79–91.

[2] Schilling, M. A. (2013). Strategic management of technological innovation, p.117 International Edition, McGraw-Hill Education.

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