The core competence organization: Implications for human resource practices

This article describes the core competence organizational model (Prahalad & Hamel 1994) and discusses the conceptual shifts implicit in this model in relation to other theories: resource dependence, traditional strategic thinking, and the resource-based view of the firm. A strategic Human Resource (HR) Management framework is utilized to develop and present twelve hypotheses concerning the implications of core competence management for HR practices: job design, staffing, training and development, and the employee rewards system.