Enhancing Financial and Strategic Performance through Core Competencies and Competitive Advantage: A Thematic Analysis

Abstract

This paper aims to explore the realm of core competencies, competitive advantage, financial performance, and strategic performance of an oil and gas company in Malaysia and to develop a model depicting the relationship among these constructs. Semi-structured interviews were conducted with ten experienced executive officers from the company to solicit information about the organisation’s core competencies, competitive advantages, financial performance, as well as strategic performance. The study identified that most organisations often mistake core competencies for capabilities. Furthermore, the study lends support to the theoretical finding that firms which develop core competencies result in having a competitive advantage and have superior market performance. The study is a pioneer for a Malaysian oil and gas company; the work develops a model that can help enhance an oil and Gas Company’s financial and strategic performance.