Competitiveness, organizational

Competitive enzyme inhibition, 10 256 Competitive intelligence work, 15 645 Competitiveness, organizational,... 

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Strategic alliances, evaluation of, 24 389 Strategic consistency, organizational competitiveness and, 27 623-625 Strategic environment assessments (SEA), 70 228, 233... 

Grant, R. M. 1996. Prospering in dynamically-competitive environments organizational capability as knowledge integration. Organization Science, 7(4) 375-387. 

Within firms, the hybrid or matrix concept has become increasingly fashionable in pharmaceutical companies. Project teams are created that comprise membership from departments with specific technical, organizational, and management expertise. Such teams form and dissolve as the need arises. In principle, advantages of the matrix structure include cross-disciplinary enrichment of the team s activities and crossfertilization of expertise. Disadvantages of the matrix system include a relative lack of professional development for specific technical expertise for each team member, the potential for cross-departmental rivalry, and competition for each team member s time based on the needs of the interdisciplinary project versus those of his/her technical "home" department (Verona and Ravasi 2003). These multi-functional teams have the potential to increase bureaucracy and delay innovation. At least on a small scale, it may be better to solve a problem with two people rather than with ten. 

Achieving competitive production costs depends heavily on maintaining a clear focus on those core competences and products that will allow the company to build a distinctive position. This implies that the organizational setup should outsource all non-core functions, including in the portfolio only those production steps or products that show the required margin contribution. 

However, a particular position might carry more internal value in your organization than it does in the external marketplace. Then you must define an appropriate person-based compensation level. Therefore, typically some level of internal alignment is used in conjunction with external data to benchmark a position. Benchmark positions are those positions that are easily identified in competitive market salary surveys and are consistently defined by a variety of organizations, which means that most organizations can agree on the job s scope of responsibility and organizational importance. 

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