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Knowledge AssetsSecuring Competitive Advantage in the Information Economy$
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Max H. Boisot

Print publication date: 1999

Print ISBN-13: 9780198296072

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198296072.001.0001

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Competence and Intent

Competence and Intent

Chapter:
(p.180) 8 Competence and Intent
Source:
Knowledge Assets
Author(s):

Max H. Boisot

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198296072.003.0008

If a firm has a core competence, then as well as forming part of the rhetoric of its top manager, it will show up as forming part of a firm's knowledge assets. Sometimes – more infrequently – the line of causation runs from managerial rhetoric to the competence; by talking about competences in inspirational ways, managers actually succeed in fostering their development within a firm. More naturally, however, it works the other way around: it is the possession of a competence that justifies the rhetoric. As a knowledge asset, a competence affects a firm's character to act. It should therefore find a place in the I-Space. The firm's competences are elusive phenomena. Its existence can only really be inferred from its performance. Core competences are a source of differentiation and individuation for a firm, bestowing on it a distinct identity and capacities.

Keywords:   knowledge assets, competence, intent, I-Space, managerial rhetoric

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