El sistema IVR

The primary objective of phase 2 was to design the competences of Case Organisation , by examining what resources and skills of phase 1 could be integrated. The next action was to transform the extensive data sheet into a shortlist of competences for phase 3.

Phase 1 Phase 2

202_{See Schilling (2013), p. 117.} 203_{See Prahalad & Hamel (1990), p. 81.}

Figure 9: The steps in data processing

Figure 9 shows the subsequent steps how this was achieved. Phase 1 consisted of conducting and recording the interviews, including the transcription of the data in clusters. Phase 2 involved the filtering of the data, the design of the competences and the creation of the shortlist. The first step was to sort the broad data sheet of phase 1 into a structured overview with resources, skills and linked competences. This was done per department including the mentioning of one of three BU – or Corporate level. The reason for this was that according to theory, resources plus skills are functionally based and competences appear on BU-level.204 Therefore both were included. Next, the transcribed data sheet was scanned for relevant information. In particular questions 6,7 and 8 included crucial data on resources, skills and competences. The definitions of the related terms, which were discussed in the theory and summarised in section 2.2.1, helped to sort the data in an effective way. This decreased the chance of missing relevant information but also helped to correct any data that were misinterpreted. An overview of the terms including the description is in Table 6. In the end, the datasheet consisted of a considerable amount of competences and related resources and skills; unfiltered data.

The next step was to filter this data by mentioning only those resources and skills that were really relevant for the competence. The competences and corresponding resources/skills were acknowledged at that moment because they were mentioned in the interviews. However they could yet not be identified as core competence (this is in phase 3). For now, only those assets and abilities were indicated that were not too obvious. For instance, financial resources, collaborative skills and dedicated personnel were often referred to during the interviews; however, these are necessary components for any competence.

204_{See Javidan (1998), p. 62.} Interviews

recorded transcribed Data unfiltered Data filtered Data competences List of

Selected competences

Therefore, these types of assets and abilities were categorised under the organisation-wide resources and skills. With respect to the skills, only the specific work-related (hard) abilities were mentioned as part of the competences. That is because these abilities are genuinely part of the competence formation. Furthermore, as suggested by theory, the wordings of all data were checked and reformulated if necessary, so that a unified understanding was built for the competences.205 _{This was done in consultation with the} company supervisor. His experience at Case Organisation, including his knowledge of logistics jargon helped to create accurate descriptions of the terms.

In the end, a filtered datasheet was the outcome, in which (emergent) competences were stated with the corresponding resources and skills. They were also sorted on department including BU. In addition, the products that were remarked during the interviews also got a place in the datasheet. An example of this was the trailer, remarked as: “(…) a crucial product and resource of Case Organisation”.206 Another instance is the team, cited as: “(…) a side service which is gaining importance”.207 There was no distinction made between core – and end products, as this was not part of the research. However, it could provide the management of Case Organisation with valuable information on how their competences were related to the product portfolio. In addition: “I would like to know what new products/services could come from the current core competences”. This was a citation of the interviewee who was designated with the project and also included in the workshop.208

205_{See Schaupp & Virkkunen (2017), p. 104.} 206_{See Interview 4 (2017), p. 1.}

207_{See Interview 25 (2017), p. 1.} 208_{See Interview 26 (2017), p. 1.}

Table 6: The terms and definitions related to the core competence concept.

Finally, in this way a list with competences on corporate level and the three BU’s originated from the filtered data sheet. Nevertheless, this list was considered too extensive for phase 3, as in this final phase there was not enough time to assess all detected competences. But more importantly was that not all of the items were relevant for further examination. Most of the competences had no potential to be or become a source of sustained competitive advantage for Case Organisation. In order to be a core competence, it should be valuable for the client, rare in the market, and in-imitable and non- substitutable by competitors. 213 Based on these VRIN – characteristics and in consultation with the CEO and company supervisor of the organisation, the number of items on the list was decreased. The outcome was a shortlist with an acceptable amount of competences. These were the assessed competences in phase 3 that had the potential to grow out to be the current core competences of Case Organisation.

209_{See Oxford University Press (2010), p. 1302.} 210_{See Howland (2013), p. 9.}

211_{See Barney (1991), p. 106-107.} 212_{See Prahalad & Hamel (1990), p. 85.} 213_{See Barney (1991), p. 106-107.}

Term Definition

Resource A stock, supply of money, materials, staff, and other assets that can be used by a person or organization to function effectively.209

Skill

The ability or expertise that a certain co-worker or department possesses, which help to execute assignments with predetermined results within a given amount of time, energy or both.210

Competence

A combination of several integrated skills and resources. Something that a department or BU does successfully or efficiently.

Emergent competence

A combination of two or more competences, this is not always applicable.

Core

competence

A(n) (emergent) competence that gives organizations the unique potential to stay ahead of rivals over the longer term; Therefore they should be: valuable for the client, rare in the market, in-imitable and non- substitutable by competitors.211

Core product

A core product is an element which contributes to the value of end products; it is the link between the core competence and the end products212

End product(s)

End product(s) for each business unit; are being strengthened by core products

Overall, phase 2 included a series of steps that began with transcribed data and ended in designed competences. It consisted of processing, checking, reformulating, and locking-in relevant information. The result of this phase was satisfying to proceed to the final step; identifying the organisation’s core competences by examining the value of the separate items on the shortlist. This is the topic of the next section.

4.2.3 Phase 3: Identification of core competences by assessing value of competences