On establishing the core competency identifying model - A value-activity and process oriented approach

Purpose - This research intends to establish a model integrating the related theories in strategy management and competency in the HRM field, and to develop a systematic tool that can help a company quickly and precisely identify its core competency. Design/methodology/approach - An internal value activity chain is obtained through analyzing customers' needs. The priority of the activities is then determined via examining external factors. The critical competency needed by the activity is abstracted from a process and operation analysis. Standardized procedures and tools for applying the Process Oriented Core Competency Identification (POCCI) model are sequentially deployed. Findings - An empirical case was illustrated that the POCCI model not only helps a company identify the core competency that prevails over alternative approaches but also draws more recognition from the raters. The linkage between individual competency and organizational competitive advantage was solidified by the POCCI model and evidenced by an empirical case. Research limitations/implications - Misunderstanding over competency items might impede the consensus formation. A handbook of standardized procedures with unified definition is strongly suggested to facilitate the progression of competency identification. Practical implications - The model, procedures and tools proposed in this paper can help most companies quickly and precisely identify their specific core competencies. Originahty/value - The POCCI model that emphasizes interdisciplinary integration and practical usage has never been thoroughly investigated in the previous literature and could serve as a prototype for further explorations.