Khalid Hafeez

Determining key capabilities of a firm using analytic hierarchy process

According to the theory of competence-based competition, core competencies are derived from capabilities that are strategically valuable to the firm. This paper provides a structured framework for determining the key capabilities using the analytic hierarchy process. One distinctive characteristic of this framework is that quantitative (financial) as well as qualitative (non-financial) measures are employed providing a balanced scorecard for capability evaluation. The framework is illustrated using a manufacturing company as an example. The analysis may be viewed as a benchmarking exercise in order to find the competency gaps within the company. The results obtained are to be exploited by the company to undertake strategic investment decisions such as capability development, outsourcing, focusing or diversification with regards to new products, services or markets. The framework is generic in nature and is applicable to benchmark a public or service sector organization.

Core competence for sustainable competitive advantage: a structured methodology for identifying core competence

Core competencies are the crown jewels of a company and, therefore, should be carefully nurtured and developed. Companies can determine their future business directions based on the strengths of competencies. However, because generalized terms such as resource, asset, capability, and competence are not clearly explained in connection with competence theory, these posing difficulties in understanding many contemporary management concepts. In this paper, the authors provide a summary of the recent management theories by comparing their salient features. They then propose a linking mechanism between assets, resources, capabilities, competencies, and core competencies. They provide a methodology to identify core competencies by isolating unique and flexible capabilities of the firm. They use this framework to identify the core competencies of a UK manufacturing company. The results of their analyses are used to help the company to make more informed strategic management decisions regarding capability development, outsourcing, focusing, or diversification, with regards to new products, services, or markets. The framework is generic in nature and is applicable to benchmark a manufacturing, public, or service sector organization.

Outsourcing non-core assets and competences of a firm using analytic hierarchy process

This paper provides a structured framework for evaluating the firm assets and competences using a two stage analytic hierarchy process (AHP). One distinctive characteristic of this framework is that relationship between firm competence and intellectual assets is established and a set of six attributes related to uniqueness and collectiveness are identified to help identify the core competence of a company. Using a balance score card type financial and non-financial procedure, these attributes are subsequently employed for isolating the competence and tangible and intangible assets of a UK manufacturing company. Our analysis illustrates that the intellectual assets such as marketing knowledge, design skills, manufacturing skills and customer relationship those usually ignored within the balance sheet of a company have been perceived relatively important than the tangible assets such as space and equipment. We argue that results based on AHP-based quantitative analysis would help a company to make more informed strategic management decision concerning further investment for competences and key assets development, and outsourcing non-core assets and competences.

Dynamics of human resource and knowledge management

Recent transitions from the industrial to knowledge economy suggest an immediate and wholesale retraining scenario so that many organisations can remain at the cutting edge of technology. The dynamics of the job market is creating a challenge for many organisations in recruiting and retaining their core staff. In fact, many companies are in fear of losing critical business knowledge when their employees leave. In this paper, systems dynamics is employed to illustrate the relationship between recruitment, training, skills, and knowledge in a causal loop form. Strategies for human resource management are developed by conducting time-based dynamic analysis. We anticipate that systems dynamics modelling would help organisations to devise efficient human resource management strategies.

Systems design of a two-echelon steel industry supply chain

Abstract Supply chains are a complex combination of “man” and “machine” and usually difficult to design. In this paper we argue that systems engineering can be used as an effective tool for this purpose as it comprehensively takes into account intricacies associated with modelling the attitudinal, organisational and technological issues. We describe the analysis and modelling of a two-echelon steel industry supply chain that services the construction industry using an integrated system dynamics framework as an example to good total system design. Key features of the framework are outlined and implementation details are provided. One objective of the design is to move more rapidly towards a minimum reasonable inventory (MRI) scenario in the presence of capacity constraints, breakdowns and material supply lead-time bottlenecks. Simulation results are presented showing how the developed model may be viewed as a “Management Information System” to investigate various business strategies.

E‐business capabilities model

Purpose – The purpose of this paper is to present a conceptual framework to evaluate e‐business strategic capabilities using structural equation modelling (SEM) approach.Design/methodology/approach – The paper identifies three e‐business capabilities, namely business strategy, supply chain strategy and e‐business readiness. These capabilities are further decomposed under technology, organization and people dimensions to assess their contribution for business effectiveness. A questionnaire is designed and implemented using SEM technique. Survey data from 143 firms from the UK are collected to test our theoretical model. In particular, we have tested a positive, mediating/reciprocal relationships among multidimensional measures of business strategy, supply chain strategy and e‐business adoption. Further hypotheses are developed to evaluate a direct positive impact of e‐business on companys performance.Findings – This empirical analyses demonstrate several key findings: success of e‐business in UK firms is ...

Evaluating organisation core competences and associated personal competencies using analytical hierarchy process

Purpose – This paper seeks to introduce an integrated framework to determine the relationships between organisation core competences and associated personal competencies.Design/methodology/approach – At first organisation core competences are determined by conducting internal and external benchmarking exercises, respectively, employing the “collectiveness” and “uniqueness” measures using key capabilities as a basis. Subsequently a pair‐wise comparison using the Analytic Hierarchy Process (AHP) is conducted to assess related personal competencies using the Chartered Institute of Personnel and Development list of competencies. The paper shows how these individual competencies are crucial to the overall organisational core competences. The framework is tested for a construction company, where five management directors are interviewed to develop an overall picture regarding the strengths and weaknesses of the companys key capabilities.Findings – Overall the results show that, despite being a construction com...

E-supply chain operational and behavioural perspectives: an empirical study of Malaysian SMEs

A review of the literature suggests that much of the existing e-supply chain adoption literature is not firmly grounded in theory. Where many previous studies have identified technology as the key determinant, we argue that operational and behavioural perspectives should be duly taken into consideration while adopting e-technology. Therefore, inspired by the systems engineering principles, we propose a generic framework for evaluating business performance of e-supply chain companies. A questionnaire was designed and survey data from 208 Malaysian SMEs was collected. Structural equation modelling (SEM) was employed to test the impact of Supply Chain Strategy, E-Business Adoption, and the interaction of these constructs, on overall Business Performance. With regards to the operational perspective the results suggest that E-Business Adoption relates more positively to Business Performance compared to Supply Chain Strategy construct. Also, Technology Capability scored relatively higher compared to Organisational Capability and Attitudinal Capability. Overall Supply Chain Relationship (behavioural perspective) demonstrates a relatively weak result. Our findings suggest that where Malaysian SMEs are technology orientated, however, they need to develop efficient logistics networks to cater for a geographically dispersed population. Also, they need to pay serious attention towards ‘softer’ issues, in that to bring about attitudinal changes that allow developing closer collaboration with their supply chain companies. We argue that operational and behavioural perspectives can be embedded within the systems engineering principles that provide necessary theoretical underpinning for conducting such a research. The empirical findings provide useful guidelines for SMEs that wish to embark upon an e-business adoption journey. Furthermore, the measures produced here can be used as a benchmarking exercise for the SMEs who have already adopted e-technology.

Ethnic enclaves or middleman minority? Regional patterns of ethnic minority entrepreneurship in Britain

In public debate higher levels of self-employment among some ethnic communities are often celebrated as a manifestation of success. Regional economic development is a long-standing issue in British public policy, with the South-Eastern regions of England enjoying greater long-run prosperity than Scotland, Wales, Northern Ireland and the other parts of England. The regional distribution of five entrepreneurial minorities in England and Wales is described. We test hypotheses derived from the middleman minority theory and the ethnic enclave model and find that self-employment in these groups is inversely related to minority share in the regional economically active population. The sectoral diversity of minority enterprises is positively related to their share in the regional economically active population.

Changing Attitudes and Behavior of Stakeholders During an Information Systems-Led Organizational Change

In this article the authors use G. Morgans (1986, 1997) metaphors to look at the changes to stakeholder attitudes and behavior during an information systems—led organizational change. They discuss the introduction of an organization-wide intranet system in a U.K. National Health Service organization and elicit metaphorical attitudes and infer behavior by using multiple research methods within a longitudinal case study. The findings show that various contextual factors shift the organizations overall stance from psychic prison (repression) to organism (flexible) metaphor. Furthermore, many stakeholders aspire to more than one metaphor at a given time, although a predominant metaphor can still be identified for most stakeholders. The authors present the metaphorical journey map as a tool for capturing attitude and behavioral changes of individuals during the change period. The authors advocate that use of metaphors in such a way can help management better understand the overall social orientation of their organizations and devise appropriate interventions to expedite the change process and increase its legitimacy.