Relating Customer Value to Strategic Competence: A Discrete Choice Measurement Approach

Brazell, JD; Midgley, D; Devinney, TM

Relating Customer Value to Strategic Competence: A Discrete Choice Measurement Approach

Brazell, JD Midgley, D Devinney, TM

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Publisher:: Elsevier Pergamon
Publication Type:: Journal Article
Citation:: Research in Competence-Based Management, 2005, 1 pp. 15 - 45
Issue Date:: 2005-01

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Field	Value	Language
dc.contributor.author	Brazell, JD	en_US
dc.contributor.author	Midgley, D	en_US
dc.contributor.author	Devinney, TM	en_US
dc.date.issued	2005-01	en_US
dc.identifier.citation	Research in Competence-Based Management, 2005, 1 pp. 15 - 45	en_US
dc.identifier.issn	1744-2117	en_US
dc.identifier.uri	http://hdl.handle.net/10453/10131
dc.description.abstract	The conceptual debate between Hamel and Pralahad (1990) in Harvard Business Review (68(3),79-93) and Stalk, Evans, and Schulman (1992) in Harvard Business Review (70(2), 4-9) focused the attention of both scholars and executives on the role of those bundles of assets, resources, and processes that serve as the basis for a firm's strategic direction. In this chapter, we develop a methodological approach that relates competences to customer value. Our approach builds on research in the area of multiattribute utility theory and provides a number ofdistinctive benefits. First, it is rigorous and consistent. Second, it is built on economic and behavioral decision theory. Third, it provides a direct and measurable link between measured competences and customer value. Although nowhere near a completed methodology, our approach provides the beginning of a stream of thinking that we hope will stress the importance ofthe measurement and testing of strategic concepts in a scientifically rigorous manner.	en_US
dc.format	No Code	en_US
dc.publisher	Elsevier Pergamon	en_US
dc.relation.ispartof	Research in Competence-Based Management	en_US
dc.title	Relating Customer Value to Strategic Competence: A Discrete Choice Measurement Approach	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	closed_access
pubs.consider-herdc	false	en_US
pubs.volume	1	en_US

Abstract:

The conceptual debate between Hamel and Pralahad (1990) in Harvard Business Review (68(3),79-93) and Stalk, Evans, and Schulman (1992) in Harvard Business Review (70(2), 4-9) focused the attention of both scholars and executives on the role of those bundles of assets, resources, and processes that serve as the basis for a firm's strategic direction. In this chapter, we develop a methodological approach that relates competences to customer value. Our approach builds on research in the area of multiattribute utility theory and provides a number ofdistinctive benefits. First, it is rigorous and consistent. Second, it is built on economic and behavioral decision theory. Third, it provides a direct and measurable link between measured competences and customer value. Although nowhere near a completed methodology, our approach provides the beginning of a stream of thinking that we hope will stress the importance ofthe measurement and testing of strategic concepts in a scientifically rigorous manner.

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http://hdl.handle.net/10453/10131