Identifying the core competence as a key requirement for business model innovation. The case of Airlines as a service industry

Nair, Sujith Krishnan Suchithra; Paulose, Hanna; Palacios Fernández, Miguel y Tafur Segura, José Javier (2012). Identifying the core competence as a key requirement for business model innovation. The case of Airlines as a service industry. En: "Global Innovation and Knowledge Academy Annual Conference (2012 GIKA)", 10/07/2012 - 12/07/2012, Valencia, Spain.

Descripción

Título: Identifying the core competence as a key requirement for business model innovation. The case of Airlines as a service industry
Autor/es:
  • Nair, Sujith Krishnan Suchithra
  • Paulose, Hanna
  • Palacios Fernández, Miguel
  • Tafur Segura, José Javier
Tipo de Documento: Ponencia en Congreso o Jornada (Artículo)
Título del Evento: Global Innovation and Knowledge Academy Annual Conference (2012 GIKA)
Fechas del Evento: 10/07/2012 - 12/07/2012
Lugar del Evento: Valencia, Spain
Título del Libro: Global Innovation and Knowledge Academy Annual Conference (2012 GIKA)
Fecha: 2012
Materias:
Palabras Clave Informales: Business model innovation, Core competence, Flexible business models, Airline industry
Escuela: E.T.S.I. Industriales (UPM)
Departamento: Ingeniería de Organización, Administración de Empresas y Estadística
Licencias Creative Commons: Reconocimiento - Sin obra derivada - No comercial

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Resumen

Core competencies form the basis of an organization’s skills and the basic element of a successful strategic execution. Identifying and strengthening the core competencies enhances flexibility thereby strategically positioning a firm for responding to competition in the dynamic marketplace and can be the difference in quality among firms that follow the same business model. A correct understanding of the concept of business models, employing the right core competencies, organizing them effectively and building the business model around the competencies that are constantly gained and assimilated can result in enhanced business performance and thus having implications for firms that want to innovate their business models. Flexibility can be the firm’s agility to shift focus in response to external factors such as changing markets, new technologies or competition and a firm’s success can be gauged by the ability it displays in this transition. Although industry transformations generally emanate from technological changes, recent examples suggests they may also be due to the introduction of new business models and nowhere is it more relevant than in the airline industry. An analysis of the business model flexibility of 17 Airlines from Asia, Europe and Oceania, that is done with core competence as the indicator reveals a picture of inconsistencies in the core competence strategy of certain airlines and the corresponding reduction in business performance. The performance variations are explained from a service oriented core competence strategy employed by airlines that ultimately enables them in having a flexible business model that not only increases business performance but also helps in reducing the uncertainties in the internal and external operating environments. This is more relevant in the case of airline industry, as the product (the air transportation of passengers) minus the service competence is all the same.

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ID de Registro: 19261
Identificador DC: http://oa.upm.es/19261/
Identificador OAI: oai:oa.upm.es:19261
Depositado por: Memoria Investigacion
Depositado el: 02 Feb 2014 10:56
Ultima Modificación: 21 Abr 2016 17:31
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