Constructing a strategy on the creation of core competencies for African companies

A growing number of studies on economic development have relied on the premise that international technology transfer provides a mechanism for developing competitive advantages for companies of developing countries, and Africa in particular. In this article, we focus on the explicit nature of techno...

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Main Authors: LI, Shenxue, CLARK, Timothy, SILLINCE, John
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Language:English
Published: Institutional Knowledge at Singapore Management University 2018
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Online Access:https://ink.library.smu.edu.sg/soss_research/2914
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Institution: Singapore Management University
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spelling sg-smu-ink.soss_research-41712019-08-05T06:06:06Z Constructing a strategy on the creation of core competencies for African companies LI, Shenxue CLARK, Timothy SILLINCE, John A growing number of studies on economic development have relied on the premise that international technology transfer provides a mechanism for developing competitive advantages for companies of developing countries, and Africa in particular. In this article, we focus on the explicit nature of technology transferable to LDCs to argue that conventional technology transfer alone cannot create core competencies for African companies that lead to the sustainable economic development of the continent. Drawing on insights from the resource-based view and the knowledge based perspective, we develop a conceptual framework for constructing core competencies for African companies. More specifically, we explore the under-researched linkage between core competencies and knowledge management.By examining the roots of core competency in the resource-based view and knowledge-based perspective, we identify the knowledge underpinning core competencies. We then reconcile diverse knowledge management models to propose an integrative approach towards generating such critical knowledge, based on which we further argue that African companies should build their strategy on the creation of core competencies rather than solely relying on conventional international technology transfer. 2018-06-01T07:00:00Z text https://ink.library.smu.edu.sg/soss_research/2914 info:doi/10.1016/j.techfore.2017.08.008 Research Collection School of Social Sciences eng Institutional Knowledge at Singapore Management University International technology transfer Core competence Knowledge management Africa African Studies Human Resources Management Organizational Behavior and Theory Technology and Innovation
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic International technology transfer
Core competence
Knowledge management
Africa
African Studies
Human Resources Management
Organizational Behavior and Theory
Technology and Innovation
spellingShingle International technology transfer
Core competence
Knowledge management
Africa
African Studies
Human Resources Management
Organizational Behavior and Theory
Technology and Innovation
LI, Shenxue
CLARK, Timothy
SILLINCE, John
Constructing a strategy on the creation of core competencies for African companies
description A growing number of studies on economic development have relied on the premise that international technology transfer provides a mechanism for developing competitive advantages for companies of developing countries, and Africa in particular. In this article, we focus on the explicit nature of technology transferable to LDCs to argue that conventional technology transfer alone cannot create core competencies for African companies that lead to the sustainable economic development of the continent. Drawing on insights from the resource-based view and the knowledge based perspective, we develop a conceptual framework for constructing core competencies for African companies. More specifically, we explore the under-researched linkage between core competencies and knowledge management.By examining the roots of core competency in the resource-based view and knowledge-based perspective, we identify the knowledge underpinning core competencies. We then reconcile diverse knowledge management models to propose an integrative approach towards generating such critical knowledge, based on which we further argue that African companies should build their strategy on the creation of core competencies rather than solely relying on conventional international technology transfer.
format text
author LI, Shenxue
CLARK, Timothy
SILLINCE, John
author_facet LI, Shenxue
CLARK, Timothy
SILLINCE, John
author_sort LI, Shenxue
title Constructing a strategy on the creation of core competencies for African companies
title_short Constructing a strategy on the creation of core competencies for African companies
title_full Constructing a strategy on the creation of core competencies for African companies
title_fullStr Constructing a strategy on the creation of core competencies for African companies
title_full_unstemmed Constructing a strategy on the creation of core competencies for African companies
title_sort constructing a strategy on the creation of core competencies for african companies
publisher Institutional Knowledge at Singapore Management University
publishDate 2018
url https://ink.library.smu.edu.sg/soss_research/2914
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