TITLE

Profiling Organizational Competitiveness: Cultivating Capabilities

AUTHOR(S)

Ulrich, Dave

PUB. DATE

September 1993

SOURCE

Human Resource Planning;1993, Vol. 16 Issue 3, p1

SOURCE TYPE

Academic Journal

DOC. TYPE

Article

ABSTRACT

The article determines the degree of competitiveness of business organizations in the 1990s. Firms known for growth and expansion face the unenviable task of downsizing and doing more with less. Service firms have replaced manufacturing firms as the dominant organizational form. An executive recently remarked that businesses that have taken over 50 years to build could be literally dismantled in less than two years if executives fail to adapt and change. In this more demanding and changing business context, the need to find new ways to compete becomes ever more important. Competitiveness has become an axiom, a fundamental belief and goal that drive executive behavior. Losing competitiveness means defeat, as measured in lost market share, jobs, and reputation and as conceived in images of dinosaurs. Gaining competitiveness becomes a constant quest. Finding new forms of competitiveness becomes a necessity. In the last few years, executives have begun to see that competitiveness is not based solely on product, technology, systems, or financial engineering.

ACCESSION #

9503103276

Tags: BUSINESS enterprises;  MARKET saturation;  MARKET penetration;  COMPETITION;  MARKET share;  INDUSTRIAL concentration

 

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